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Exam Code: SPHR Senior Professional in Human Resources (HRCI SPHR) teaching January 2024 by team

SPHR Senior Professional in Human Resources (HRCI SPHR)

Showcase the HR leadership recognition you deserve with the Senior Professional in Human Resources® (SPHR®) from HR Certification Institute® (HRCI®). The SPHR demonstrates your mastery of the strategic and policy-making aspects of HR management as practiced in the U.S. The credential is designed for big-picture thinkers responsible for planning rather than implementing HR policy. Organizations seek out SPHR professionals for their proven accountability for HR department goals, for breadth and depth of knowledge in all HR disciplines, and for understanding business issues beyond the HR function.

Exam time: 3 hours

Exam length: 150 scored questions (mostly multiple-choice) + 25 pretest questions

Computer-based exam at a Pearson VUE testing center

Leadership and Strategy (40%)

Talent Planning and Acquisition (16%)

Learning and Development (12%)

Total Rewards (12%)

Employee Relations and Engagement (20%)

01 Develop and execute HR plans that are aligned to the organizations strategic plan
(for example: HR strategic plans, budgets, business plans, service delivery plans, HRIS, technology)

02 Evaluate the applicability of federal laws and regulations to organizational strategy
(for example: policies, programs, practices, business expansion/reduction)

03 Analyze and assess organizational practices that impact operations and people management to
decide on the best available risk management strategy (for example: avoidance, mitigation, acceptance)

04 Interpret and use business metrics to assess and drive achievement of strategic goals
and objectives (for example: key performance indicators, financial statements, budgets)

05 Design and evaluate HR data indicators to inform strategic actions within the organization
(for example: turnover rates, cost per hire, retention rates)

06 Evaluate credibility and relevance of external information to make decisions and recommendations (for example: salary data, management trends, published surveys and studies, legal/regulatory analysis)

07 Contribute to the development of the organizational strategy and planning (for example: vision, mission, values, ethical conduct)

08 Develop and manage workplace practices that are aligned with the organizations statements of vision, values, and ethics to shape and reinforce organizational culture

09 Design and manage effective change strategies to align organizational performance with the organizations strategic goals

10 Establish and manage effective relationships with key stakeholders to influence organizational behavior and outcomes

01 Vision, mission, and values of an organization and applicable legal and regulatory requirements

02 Strategic planning process

03 Management functions, including planning, organizing, directing, and controlling

04 Corporate governance procedures and compliance

05 Business elements of an organization (for example: products, competition, customers, technology, demographics, culture, processes, safety and security)

06 Third-party or vendor selection, contract negotiation, and management, including development of requests for proposals (RFPs)

07 Project management (for example: goals, timetables, deliverables, and procedures)

08 Technology to support HR activities

09 Budgeting, accounting, and financial concepts (for example: evaluating financial statements,
budgets, accounting terms, and cost management)

10 Techniques and methods for organizational design (for example: outsourcing, shared services,
organizational structures)

11 Methods of gathering data for strategic planning purposes (for example: Strengths, Weaknesses,
Opportunities, and Threats [SWOT], and Political, Economic, Social, and Technological [PEST])

12 Qualitative and quantitative methods and tools used for analysis, interpretation,
and decision making purposes

13 Change management processes and techniques

14 Techniques for forecasting, planning, and predicting the impact of HR activities and programs
across functional areas

15 Risk management

16 How to deal with situations that are uncertain, unclear, or chaotic

01 Evaluate and forecast organizational needs throughout the business cycle to create or develop
workforce plans (for example: corporate restructuring, workforce expansion, or reduction)

02 Develop, monitor, and assess recruitment strategies to attract desired talent
(for example: labor market analysis, compensation strategies, selection process, onboarding,
sourcing and branding strategy)

03 Develop and evaluate strategies for engaging new employees and managing cultural integrations
(for example: new employee acculturation, downsizing, restructuring, mergers and acquisitions,
divestitures, global expansion)

17 Planning techniques (for example: succession planning, forecasting)

18 Talent management practices and techniques (for example: selecting and
assessing employees)

19 Recruitment sources and strategies

20 Staffing alternatives (for example: outsourcing, temporary employment)

21 Interviewing and selection techniques and strategies

22 Impact of total rewards on recruitment and retention

23 Termination approaches and strategies

24 Employee engagement strategies

25 Employer marketing and branding techniques

26 Negotiation skills and techniques

27 Due diligence processes (for example: mergers and acquisitions, divestitures)

28 Transition techniques for corporate restructuring, mergers and acquisitions, offshoring,
and divestitures

29 Methods to assess past and future staffing effectiveness (for example: cost per hire,
selection ratios, adverse impact)

01 Develop and evaluate training strategies (for example: modes of delivery, timing, content)
to increase individual and organizational effectiveness

02 Analyze business needs to develop a succession plan for key roles (for example: identify talent,
outline career progression, coaching and development) to promote business continuity

03 Develop and evaluate employee retention strategies and practices (for example: assessing talent,
developing career paths, managing job movement within the organization)

30 Training program design and development

31 Adult learning processes

32 Training and facilitation techniques

33 Instructional design principles and processes (for example: needs analysis, content chunking,
process flow mapping)

34 Techniques to assess training program effectiveness, including use of applicable metrics

35 Career and leadership development theories and applications

36 Organizational development (OD) methods, motivation methods, and problem-solving techniques

37 Coaching and mentoring techniques

38 Effective communication skills and strategies (for example: presentation, collaboration, sensitivity)

39 Employee retention strategies

40 Techniques to encourage creativity and innovation

01 Analyze and evaluate compensation strategies (for example: philosophy, classification, direct,
indirect, incentives, bonuses, equity, executive compensation) that attract, reward, and retain talent

02 Analyze and evaluate benefit strategies (for example: health, welfare, retirement, recognition
programs, work-life balance, wellness) that attract, reward, and retain talent

41 Compensation strategies and philosophy

42 Job analysis and evaluation methods

43 Job pricing and pay structures

44 External labor markets and economic factors

45 Executive compensation methods

46 Non-cash compensation methods

47 Benefits program strategies

48 Fiduciary responsibilities

49 Motivation concepts and applications

50 Benchmarking techniques

01 Design and evaluate strategies for employee satisfaction (for example: recognition, career path)
and performance management (for example: performance evaluation, corrective action, coaching)

02 Analyze and evaluate strategies to promote diversity and inclusion

03 Evaluate employee safety and security strategies (for example: OSHA, HIPAA, emergency
response plan, building access, data security/privacy)

04 Develop and evaluate labor strategies (for example: collective bargaining, grievance program,
concerted activity, staying union free, strategically aligning with labor)

51 Strategies to facilitate positive employee relations

52 Methods for assessing employee attitudes, opinions, and satisfaction

53 Performance management strategies

54 Human relations concepts and applications

55 Ethical and professional standards

56 Diversity and inclusion concepts and applications

57 Occupational injury and illness prevention techniques

58 Workplace safety and security risks, and strategies

59 Emergency response, business continuity and disaster recovery strategies

60 Internal investigation, monitoring, and surveillance techniques

61 Data security and privacy

62 The collective bargaining process, strategies, and concepts (for example:
contract negotiation, costing, administration)
Senior Professional in Human Resources (HRCI SPHR)
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Senior Professional in Human Resources (SPHR)
Question: 662
What type of analysis in an Affirmative Action Plan would create an organizational chart that includes information about incumbents race,
gender, and wages?
A. Job Group Analysis
B. Availability Analysis
C. Utilization Analysis
D. Workforce Analysis
Answer: D
Question: 663
One factor of the Uniform Guidelines on Employee Selection is reliability during interviews. Which of the following statements is the best
description of reliability during interviews?
A. Interviews should adapt job-related questions for each candidate for a particular position based on the candidates experience.
B. Interviews should prepare and consistently use a list of job-related questions that will be asked of all candidates for a particular
C. Interviews should prepare and consistently use questions that will be asked of all candidates based on the candidates submitted
D. Interviews should prepare and consistently use a list of job-related questions that will be asked of all candidates for all
employment positions within the organization.
Answer: B
answer is straight.
Question: 664
Mike is the HR Professional for his organization and hes documenting the relationship of contractors and employees in the organization.
Mike is focusing on the control aspects as provided by the Internal Revenue Service. What aspect of the contractor control aspect is best
described as how the business pays the worker?
A. Financial control
B. Behavioral control
C. Type of relationship
D. Contractual relationship
Answer: A
Question: 665
You are an HR Professional for your organization. Your organization employs 120 people in the United States. You are required to file the
EEO-1 report for your organization by what date?
A. January 1 of each year
B. September 30 of each year
C. April 15 of each year
D. The anniversary date of your organization reaching 100 employees
Answer: B
correct answer..
Question: 666
Mark is an HR Professional for his organization and he has been given the assignment to create an Affirmative Action Plan for his company.
Mark will also be considered to be designated the responsibility for this Affirmative Action Plan. What does the designation of responsibility
A. It means that Mark will be the person that reports on the plans implementation to management
B. It means that Mark will be the person responsible for actually implementing the plan
C. It means that Mark will be the person that reports on the plans implementation to the Department of Labor
D. It means that Mark will be the manager for all Affirmative Action scenarios and issues within his company
Answer: B
exact answer.
Question: 667
What act prohibits discrimination on the basis of physical and mental disabilities?
A. ADEA of 1967
B. Rehabilitation Act of 1973
C. VEVRAA of 1974
D. IRCA of 1986
Answer: B
real answer.
Question: 668
You are a HR Professional for your organization and your supervisor is asking you about the details of the Civil Rights Act of 1991, and
what it means to your company. He wants to know what the total damages could be if an organization is found liable by a jury trial. What is
the maximum amount that could be awarded to a victim of discrimination if the organization is found liable?
A. $50,000
B. $300,000
C. $500,000
D. There is no limited amount as the jury can determine damages
Answer: B
answer is upgraded.
Question: 669
As a Senior HR Professional, you must be familiar with certain legal terms, laws, and regulations that affect how you and others operate in
the workplace. One term is protected class. Which of the following statements best describes a protected class?
A. A group of people who share a common characteristic and who are protected from discrimination and harassment on the basis of
that shared characteristic.
B. A group of people who share a common characteristic and who are exempt from discrimination regulations on the basis of that
shared characteristic.
C. A group of people who do not share a common characteristic and who are not protected from discrimination and harassment on
the basis of that shared characteristic.
D. A group of people who share a race and who are protected from discrimination and harassment on the basis of that race.
Answer: A
answer is justified.
Question: 670
As a Senior HR Professional, you should be familiar with the Balanced Scorecard. Which perspective of the Balanced Scorecard describes the
criticality of customer focus and customer satisfaction?
A. Learning and growth
B. Business process
C. Customer
D. Financial
Answer: C
answer is right.
Question: 671
The Vietnam Era Veterans Readjustment Assistance Act (VEVRAA) requires which of the following?
A. All contractors must list all job openings with state employment agencies.
B. All employers must list all job openings with state employment agencies.
C. State employment agencies must give preference to Vietnam veterans for senior-level management position referrals.
D. State employment agencies must give preference to Vietnam veterans for positions lasting 3 days or longer.
Answer: D
Answer option D is correct.VEVRAA applies to government contractors and requires that all job openings be listed with state employment
agencies except those that will be filled from within, are for senior-level management positions, or will last less than 3 days. See Chapter 4
for more information.
Chapter: Workforce Planning and Employment
Objective: Federal Employment Legislation
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HR Professional teaching - BingNews Search results HR Professional teaching - BingNews HR Professionals Embrace AI, but Education and Training Remain Vital No result found, try new keyword!However, it also underscores the need for more education and training to address employee fears and unlock the full potential of AI. AI adoption on the rise among HR professionals In today’s ... Tue, 12 Dec 2023 10:00:00 -0600 en-us text/html 5 Cybersecurity Career Pathways That HR Managers Should Recognize

Gordon Pelosse is senior vice president, employer engagement at CompTIA. Unlocking the potential in millions of under and unemployed.

As technology continues to advance, cybersecurity has become a critical concern for organizations across all industries. Cybersecurity specialists are tasked with protecting an organization's digital assets from a myriad of threats. To do so effectively, they must have a deep understanding of the IT infrastructure and networking principles that underpin these assets. This includes knowledge of servers, storage systems, cloud services, network protocols and data transmission.

Due to the detailed requirements and the combination of education and hands-on experience needed, many HR leaders find recruiting for cybersecurity roles challenging. It's common for hiring managers to default to a formal degree requirement as a proxy for skill, but this can be misleading.

Understanding the different ways that cybersecurity specialists can obtain their foundational skills is paramount. This is especially important because professionals in related fields can transition into security roles through a number of pathways. So it's crucial to validate whether a candidate possesses the necessary skills, rather than making hiring decisions based on what their college major was.

If your organization is in need of cybersecurity professionals, here are five pathways you should take into account.

Pathway 1: Higher Education Alternative

Associate degrees offer a structured approach to learning that combines theoretical knowledge with practical experience. This pathway can be particularly appealing to those who value a traditional academic setting, and the comprehensive education it offers, but wish to avoid the time and financial commitment of a four-year degree. Cybersecurity candidates with associate degrees can often bring a disciplined approach to problem-solving and project management to the role.

Pathway 2: Vocational Training And Certifications

Pursuing a certificate in relevant tech skill sets, such as network design or troubleshooting, provides a direct route to a career in cybersecurity. Participants can learn things like network design, implementation and troubleshooting; security concepts and best practices; and threat analysis, risk management and incident response.

Certifications can be a reliable indicator of someone's commitment to professional development and their readiness to take on cybersecurity challenges. As most reputable programs are updated regularly to keep up with the ever-changing technology and evolving threats, a certified professional is more than likely well equipped to solve problems that arise.

You should also recognize the value of vendor-specific certifications, which provide expertise in the relevant technologies that an organization uses. For example, a candidate with a Cisco Certified CyberOps Associate certification would be able to handle security in a Cisco-based network environment.

Pathway 3: Self-Directed Learning And Experience

Being self-taught is a hallmark of many successful cybersecurity professionals. Individuals who have taken the initiative to learn about infrastructure and networking through online courses, tutorials and hands-on projects demonstrate a proactive approach to their professional growth. These candidates may not have formal degrees in cybersecurity, but their self-taught skills or on-the-job training and experience can be just as valuable.

Look for evidence of self-directed learning in a candidate's background, such as participation in online forums, attendance at industry webinars or completion of online courses related to infrastructure and networking. Then, when interviewing self-directed learners, you can include technical assessments that allow them to demonstrate their knowledge and experience. These assessments can range from theoretical questions about network protocols to practical exercises involving the configuration of firewalls or intrusion detection systems.

Pathway 4: Boot Camps And Short Courses

Accelerated learning environments are for individuals looking to develop their infrastructure and networking skills quickly. Cybersecurity boot camp programs are intensive and focused, often including hands-on labs and real-world simulations that prepare participants for the challenges they'll face on the job. Short courses can provide specialized training in areas like network security, ethical hacking or cloud security. They're often designed to supplement existing knowledge and can be an excellent way for professionals with infrastructure backgrounds to pivot into cybersecurity.

Graduates from these programs are valuable employees who arrive equipped with up-to-date knowledge and practical experience. As a hiring manager, of course, it's important to evaluate the quality and relevance of the accelerated program they attended, as well as the depth of the curriculum. This can ensure you're hiring someone who fits the needs of your organization's cybersecurity function.

Pathway 5: Work Experience

Professionals with experience in system administration, network engineering or infrastructure roles have a significant advantage when transitioning to cybersecurity roles. Their practical knowledge of IT systems ensures they understand how to maintain, troubleshoot and optimize network and system performance. These skills are directly transferable to securing those same systems.

As an HR manager, you should recognize the potential to fast-track these individuals into cybersecurity careers. Their existing knowledge allows them to bypass years of foundational training, focusing instead on acquiring specific security skills.

Networking is a powerful tool when looking to recruit experienced professionals with cybersecurity talent. Professional associations, industry conferences and online communities are excellent sources for connecting with candidates who may be seeking new opportunities.


Recruiting cybersecurity talent requires an appreciation for the diverse pathways that candidates may take to gain the necessary skills. Candidates with experience in system administration, network engineering or infrastructure roles may find themselves well positioned to transition into cybersecurity. Sometimes, the talent is right under your nose, and with some upskilling and on-the-job experience, you can fast-track existing employees to cybersecurity roles. By recognizing transferable skills or nontraditional education, you can tap into a rich pool of cybersecurity talent that is both technically proficient and security-conscious.

Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

Wed, 03 Jan 2024 21:00:00 -0600 Gordon Pelosse en text/html
Essential Strategies to Keep Teachers

Join us for an enriching discussion that aims to transform the way leaders approach and address the challenges of retaining our valued educators. Gain valuable perspectives and actionable strategies that can make a lasting impact on teacher retention in your school or district.

You’ll explore:

  • The Power of Coaching: How effective coaching plays a pivotal role in retaining teachers.
  • Supporting Teachers: Practical approaches and initiatives that foster a supportive and nurturing environment for educators.
  • Compensation Tied to Performance: The controversial yet crucial topic of linking compensation to teacher performance.

Dr. Steven Wurtz

Interim Superintendent, former Chief Academic Officer, Arlington Independent School District

Robert Tuck

Superintendent, Butler County Schools

Dr. Michael Hinojosa

Chief Impact Officer, engage2learn, and former Superintendent Dallas Independent School District

Shannon Buerk

CEO & Founder, engage2learn

For all webinars broadcast by Education Week after August 1, 2019, Certificates of Completion are available to all registered live attendees who attend 53 minutes or more of this webinar. Educators can download a PDF certificate verifying 1 hour of Professional Development credit. As with all professional development hours delivered, Education Week recommends each educator verify ahead of the webinar broadcast that the content will qualify for professional development in your school, district, county, or state with your supervisor, human resources professional, and/or principal or superintendent’s office.

Education Week is serving only as the host for this presentation. The content was created by the sponsor. The opinions expressed in this webinar are those of the sponsor and do not reflect the opinion of or constitute an endorsement by Editorial Projects in Education or any of its publications.

A transcript will be available for download from the resource list within five business days after the event.

Your e-mail address may be used to communicate with you about your registration, related products and services, and offers sent to you directly from sponsors. Use of your personal information is otherwise protected according to our privacy policy .

Wed, 03 Jan 2024 11:55:00 -0600 en text/html
HR professionals named on New Year Honours List 2024

HR professionals and experts in diversity and inclusion, employment, skills and recruitment have been recognised on the 2024 New Year Honours List.

Ruth Busby, people and transformational director at Great Western Railway and for Network Rail’s Wales and Western region, who in 2021 was named Personnel Today’s HR Director of the Year, was awarded an OBE for her work in improving diversity in the rail industry.

Busby has worked with the Department for Transport, the Samaritans, and Mental Health at Work, to lead a research study on mental health and wellbeing across the rail industry. She is also a non-executive director of the Youth Futures Foundation, which works to improve employment outcomes for young people from marginalised backgrounds, and is currently chair of its people and culture committee and employer advisory board.

She said: “The work that I and my brilliant teams have been doing has aimed to create greater equity and workforce diversity, so that we’re more representative of the communities we serve and have an environment where everyone can flourish.

“I’ve had the privilege of working with organisations and charities beyond the day job to help bring about some exciting and positive change. I’m particularly proud of the work we’ve done to promote and support positive mental health and wellbeing, which is so important.”

Melissa Richardson (née Kose), senior emerging talent manager at British Airways, was awarded an MBE for services to early careers in aviation. She joined the airline in 2012 as an apprentice and has since gone on to inspire young people to consider a career in aviation via its recruitment campaigns and the airline’s partnership with The Prince’s Trust.

BA said Richardson has worked to address skills gaps across the organisation via early career opportunities including specialist graduate schemes and apprenticeship programmes, and launched a website that helps students apply for work experience at the airline.

“I am truly honoured and extremely humbled to have been awarded with an MBE for services to early careers in aviation. I am very lucky that my job is my passion, and I have been able to shape the lives of so many students, raising aspirations and working with young people from all walks of life over the last decade. I am excited about the opportunities this award will give me in continuing to support the next generation,” said Richardson.

Several people leaders in the civil service have also been named on the King’s honours list, including Louise Alexander, HR director at HM Courts and Tribunals Service, who received an OBE for public and voluntary service; Syed Ghaboos, deputy director of the civil service employee experience at the Cabinet Office, who received an MBE for public service; and Karen Shepperson, director of people and operations at Ofsted, who received an MBE for services to education.

Huw Davies, former chief executive of the British Association for Supported Employment, received an OBE for his work in supporting disabled people to find work, while Laura-Jane Rawlings, CEO of Youth Employment UK and a former Personnel Today Awards judge was recognised with an MBE for her services to young people.

The list also includes:

  • Sharon Livermore, director of Kameo Recruitment, who received an MBE for services to the victims of domestic abuse through her charity, Domestic Abuse Education
  • Anita Davenport-Brooks, group HR manager at Lander Automotive, who received an MBE for her services to skills and further education.
  • Lorraine Sanda, strategic director of people at Clackmannanshire Council, who has an MBE for services to children and families
  • Gloria Wyse, head of research and content at Business in the Community, who has an MBE for services to diversity and inclusion
  • Ruth Devine, route panel member at the Institute for Apprenticeships and Technical Education, who received an MBE for services to further education and apprenticeships.

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Ashleigh is editor of OHW+ and HR and wellbeing editor at Personnel Today. Ashleigh's areas of interest include employee health and wellbeing, equality and inclusion and skills development. She has hosted many webinars for Personnel Today, on topics including employee retention, financial wellbeing and menopause support. Prior to joining Personnel Today in 2018, she covered the road transport sector for Commercial Motor and Motor Transport magazines, touching on some of the employment and wellbeing issues experienced by those in road haulage.

Mon, 01 Jan 2024 22:28:00 -0600 Ashleigh Webber en-GB text/html
MBA in Human Resources Online

Register By: February 24 Classes Start: February 26

The MBA That Fits Your Life

  • Just over $19K total tuition
  • Earn credentials along the way
  • Program accredited by ACBSP
  • Aligns with SHRM BoCK key competencies1
  • Complete in about 1 year
  • No GRE/GMAT required

MBA in HR Online Program Overview

A human resources concentration built into an MBA? That's the type of degree that can fit well into your career-advancement goals.

The Master of Business Administration (MBA) in Human Resources at Southern New Hampshire University prepares you to take on this increasingly important role. And because it’s an MBA, its approach to the HR discipline is to enhance your business acumen first and foremost, along with your ability to drive change.

The program lays a foundation in standard business administration topics, weaving topics like leadership, marketing, finance and operations throughout your coursework. You'll dive into them in different ways. For example, you won't just learn about leadership, you'll learn how to lead people, organizations and organizational change.

The comprehensive nature of this program makes it a great option for anyone interested in honing their business skill sets, strengthening marketability and increasing career opportunities – whether you're a recent undergraduate, a well-established professional or somewhere in between.

With only 30 credits required to graduate for just over $19k, the new MBA program also allows you to move through your core coursework faster and for less, even giving you the ability to finish in about a year should you choose to take part full time.

However, despite the accelerated timeline, you can still anticipate the same level of rigor and complexity that you would find in a traditional MBA, allowing you to get the most out of your program in the least amount of time.

"Everything is business as you progress up the ranks of leadership,” said Kate Noor, an MBA academic advisor at SNHU. 

As with all of our HR programs, the MBA in Human Resources aligns with SHRM’s guiding principle – that human resource professionals must be prepared to play a key role in the success of today's agile companies. SHRM is considered the industry standard in HR credentialing.

The coursework was designed to include competencies found in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM-issued HR credentialing opportunities. The SHRM BoCK covers the 8 behavioral competencies and HR knowledge human resources professionals need to do their best work.1

Melanie Rowe ’18G says her MBA in HR prepared her on many levels.

“The classes at SNHU have taught me a lot about change management, people management, group dynamics, company culture and leadership,” she said. “I’ve used this knowledge in my relationship management and to position myself as an informal leader, which makes it easier for me to recommend and implement change.”

What You'll Learn

  • The complexities of HR management
  • Data analysis and interpretation
  • Adaptable strategies for an organization
  • The cultivation of culturally aware and responsive teams
  • Plans around culture, ethical and legal standards, and sustainable practices

How You'll Learn

At SNHU, you'll get support from day 1 to graduation and beyond. And with no set class times, 24/7 access to the online classroom and helpful learning resources along the way, you'll have everything you need to reach your goals.

Career Outlook

The HR role will continue to evolve as companies in every industry adjust to the long-term effects of events like the COVID-19 pandemic.

But whether the workforce expands or contracts as organizations retool, there could always be demand for strong human resource leadership.

Results from the 2021 Graduate Management Admission Council (GMAC) Demand for Graduate Management Talent Survey show that businesses are seeking qualified MBA degree holders to assist with organizational restructuring fueled by the pandemic. And according to the 2021 GMAC Enrolled Student Survey, almost 8 in 10 enrolled students who responded agree that a graduate business education is a worthwhile investment, even in times of economic uncertainty.2

Likewise, most survey respondents feel confident in their employability in the face of the many challenges imposed by the global pandemic.2

This speaks to the value that earning your MBA in Human Resources can add to your resume, despite the ever-changing landscape. It's one of the most respected and versatile degrees in business, and it can help qualify you for a number of roles at the management level or above by furnishing you with both the strategic and soft skills needed to succeed in times of uncertainty.

Some of the top needed skills from MBA degree holders include leadership, strategy and innovation, decision making, and strategic and systems skills, according to GMAC.2 All of these skills are woven into SNHU's MBA in HR, plus embedded industry-aligned credentials are offered in many of these key areas.

Deborah Gogliettino with text Deborah GogliettinoDeborah Gogliettino, SNHU’s associate dean for human resources, explains it further.

“HR professionals need to understand business and think business first,” she said. “They also need to recognize that almost everything they need to do is to be done through other people – line managers, employees and their colleagues. Hence, they need to be able to build effective influencing and relationship skills.”

Earning your MBA in Human Resources can prepare you to pursue a variety of positions, including:

  • Human resources manager
  • Human resources director
  • Human resources consultant
  • Compensation and benefits manager
  • Training and development manager
  • Operations management

The outlook is good for these roles. According to the 2021 GMAC Demand for Graduate Management Talent Survey, demand for graduate management talent is returning to pre-pandemic levels.2 So whether you’re entering the HR field or looking to step up into management with your current employer, the MBA in HR can take you in a number of directions. 

You’ll find your MBA HR degree opens doors in managerial and executive positions across a diverse range of industries. According to the BLS,3 those industries include:

  • Educational services – state, local and private
  • Finance and insurance
  • Government
  • Healthcare and social assistance
  • Management of companies and enterprises
  • Manufacturing
  • Professional, scientific and technical services

Results from the 2021 GMAC Demand for Graduate Management Talent Survey also show that growth in the technology sector specifically has fueled the hiring of business school graduates.2

The beauty of an MBA in Human Resources is its versatility to cut across industries and areas of interest.

“A student’s decision to be in one industry or another has to do with their passions,” said Gogliettino. “I like mission-driven organizations. I like the multi-layers of complex issues you get in healthcare. But a student who’s adept at HR can work in any industry.”

If the C-suite is in your sights, an MBA in HR can help you get there faster. While every business values people management skills, many employers place greater emphasis on the ability to manage programs that affect their entire workforce. And, according to the BLS, employers generally compensate better for these skill sets.2

However, no matter which direction or industry you choose, MBA degree holders command some of the highest average starting salaries according to GMAC, with a median starting salary of $115,000.2 So not only is the program designed to equip you with the necessary skills to excel in business and HR, getting your MBA in HR degree could lead to higher earning potential.

Job Growth and Salary

The MBA in HR could put you on a growing, lucrative path.

Job Growth

The outlook looks good for roles through 20323:

  • Human resources managers: 5% job growth
  • Training and development managers: 6% job growth


And the 2022 median salaries for jobs were much higher than the pay of all workers combined3:

  • Human resource managers: $130,000
  • Training and development managers: $120,000

Understanding the Numbers
When reviewing job growth and salary information, it’s important to remember that actual numbers can vary due to many different factors — like years of experience in the role, industry of employment, geographic location, worker skill and economic conditions. Cited projections do not guarantee actual salary or job growth.

Where Could You Work?

Some of the largest employers of HR managers are:

Professional, Scientific and Technical Services

Provide a number of services, such as payroll, consulting, training and acquisition, among other roles.

Corporations and Enterprises

Serve in an HR leadership position that gives you the opportunity to make decisions that can move organizations forward.


Manage HR functions in an industry that you're passionate about, like computers, furniture, textiles, food and more.


Become an HR leader in a fast-growing field, making employee-focused, data-driven decisions aimed at improving patient outcomes.

Start Your Journey Towards an Online Human Resources Degree

Why SNHU for Your MBA in Human Resources Online

Admission Requirements

How to Apply

Melanie Rowe

What SNHU Graduates are Saying

Melanie Rowe ’18G

“As a director, it’s important to have a good business foundation in addition to expertise in your field. SNHU’s MBA program allows me to take the core business classes I need to be a director in addition to the HR classes I would take if I was just pursuing a master’s degree in HR.”

Courses & Curriculum

The business world needs well-educated human resource professionals more than ever.

SNHU's MBA in Human Resources online was designed to expand your expertise on a wide range of human resource management topics. Like all of our online MBA programs, it explores today’s most relevant themes, including ethics and corporate social responsibility, leadership, strategy, management, technology and innovation. And because it’s an online program, it allows you to build relationships with a diverse group of students while enhancing the “soft skills” that are so essential to success in business.

Kate Noor with text Kate Noor“An MBA is great for those in a ‘traditional’ business setting, but every industry has room for an MBA in some capacity. What you learn is beyond just crunching numbers," said SNHU academic advisor Kate Noor.

The MBA in HR consists of 7 core MBA courses and 3 human resource courses. Depending on your academic background, you may need to supplement the core courses with business foundation coursework. However, those with a bachelor’s in business administration, human resources or a related area may be able to waive one or more foundations – and jump into the core more quickly. 

The MBA in HR program follows the same structure as our other MBA programs, allowing you to:

  • Earn credentials embedded throughout the program. Not only gain a master's degree, but build up your resume along the way with industry-recognized certifications in tools like Power BI, MS Excel and Tableau – plus, enhancement of soft skills like human intelligence and strategy implementation.
  • Take part in scenario-based learning. Using both disciplinary and interdisciplinary knowledge, as well as creative thinking and problem-solving skills, you'll participate in interactive scenarios that provide you with real-world experience, while receiving guidance from professors with real-world expertise.
  • Participate in a flex learning pathway. You'll get more fluidity in assignment due dates. Some even span across multiple modules with related themes, allowing you to draw relationships between business principles.
  • Learn through multimedia exposure. Strengthen your understanding of complex topics with animations, video communication tools and videos featuring industry leaders sharing business insights.
  • Access timely resources. Take advantage of hand-selected, relevant resource material from leading professional organizations and publications.

The MBA human resource management concentration stresses the strategic nature of the HR role. You’ll learn how the HR system helps drive the overall organizational mission and see its impact from both a human resource and business perspective. Broad themes include:

  • Strategic decision-making
  • Market-driven connectivity
  • Human resources technology
  • Recruitment and hiring
  • Compensation and benefits

The human resource courses that make up SNHU’s concentration align with the guiding principles of the Society for Human Resource Management (SHRM), the industry standard in HR credentialing. Coursework emphasizes competencies in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM credentials.1

As you progress through the MBA in HR program, you may take these 3 concentration courses:

  • Strategic Human Resource Management: Examine key regulatory procedures and human resource requirements as they apply to organizations. Analyze the strategic role of the HR manager in recruitment, hiring, training, career development and other functions within the organizational setting.
  • Total Rewards: Examine the impact of compensation and benefits within the organizational structure to design a compensation and benefits program. Topics include job analysis, surveys, wage scales, incentives, benefits, human resource information systems (HRIS) and pay delivery administration.
  • Leading Change: Discover the various techniques and strategies used to effect systematic change and transform organizations. Coursework integrates Kotter's processes for leading change, organizational development and transformation theory and practice, emphasizing the use of teams as a key change factor.

As you complete your MBA in Human Resources concentration courses, you’ll learn to lead and operate within cross-functional teams by effectively navigating the complexities of HR management.

“HR is complex, because it has a lot of different variables to it,” said Deborah Gogliettino, SNHU’s associate dean for human resources. “It’s not something you can wing. You have to know the business plus employment laws, federal and state. You answer questions every day in your work.”

Melanie Rowe '18G works for a nonprofit and believes “it’s important to have a good business foundation in addition to expertise in your field.” She most enjoys working in compliance, because she likes “being involved in the action."

“Compliance lets me get involved in every department in the organization,” she said. “I get to learn how everything functions, help fix things that aren’t working and ensure that our process and programs are supporting the organization’s sustainability.”

SNHU also offers a graduate certificate in human resource management, which MBA in HR students can take as a standalone or fold into their program with minimal additional courses. Taking advantage of this opportunity lets you walk away with not one but two in-demand credentials. Together, these two credentials provide robust competency in multiple areas of business as well as HR – an ideal way to increase your knowledge, skills and marketability.

Don't have a business background? No problem. Our MBA is accessible to everyone. Interested students must have a conferred undergraduate degree for acceptance, but it can be in any field. Those without an undergraduate degree in business or a related field may be asked to complete up to 2 foundation courses to get started. These foundations cover essential business skill sets and can be used to satisfy elective requirements for the general-track MBA. With foundations, the maximum length of your online MBA would be 36 credits.

Attend full time or part time. Students in the MBA have the option to enroll full time (at 2 classes per term) or part time (with 1 class per term). Full-time students should be able to complete the program in about 1 year, while part-time students could finish in about 2 years. Our students are busy, often juggling jobs, family and other obligations, so you may want to work with your academic advisor to identify the course plan that works for you. The good news is, you can switch from full time to part time and back again as often as you want.

Minimum Hardware Requirements

Master of Business Administration (MBA) Technical Requirements

University Accreditation

New England Commission of Higher Education Southern New Hampshire University is a private, nonprofit institution accredited by the New England Commission of Higher Education (NECHE) as well as several other accrediting bodies.

Tuition & Fees

Tuition rates for SNHU's online degree programs are among the lowest in the nation. We offer a 25% tuition discount for U.S. service members, both full and part time, and the spouses of those on active duty.

Online Graduate Programs Per Course Per Credit Hour Annual Cost for 15 credits 
Degree/Certificates $1,911 $637 $9,555 
(U.S. service members, both full and part time, and the spouses of those on active duty)*
$1,410 $470 $7,050 

Tuition rates are subject to change and are reviewed annually.
*Note: students receiving this rate are not eligible for additional discounts.

Additional Costs:
Course Materials ($ varies by course). Foundational courses may be required based on your undergraduate course history, which may result in additional cost.

Frequently Asked Questions

What can you do with an MBA in Human Resources?

Where can I get a master's in human resources?

Is HR a good career choice?

Which is better, an MBA or MHRM?

How much does a master's in HR cost?

Marketing Instructor Lori Flowers: A Faculty Q&A

Lori Flowers brings more than 20 years of experience in marketing and promotions in the radio industry to the online classroom as an adjunct instructor in SNHU's communications program. Recently she answered questions about her career, the importance of education and more.

What is a Business Consultant?

In today’s globally interconnected economy, organizations are constantly looking for ways to become more efficient and more profitable. Business consultants are relied upon by companies and corporations of all shapes and sizes to create strategies designed to help those organizations succeed.

SNHU Spotlight: Tatiana Toledo, BS in Sports Management Grad

Tatiana Toledo '21 was a competitive basketball player for 12 years before she was sidelined due to injury. But even what her plans changed, her passion for athletics never subsided. That's why she decided to earn a bachelor's degree in sports management from SNHU.


Sources & Citations (1, 2, 3)

Tue, 26 Dec 2023 10:00:00 -0600 en text/html Teacher shot by her 6-year-old student reflects 1 year later No result found, try new keyword!It’s been a year since the classroom shooting in which a 6-year-old shot his teacher, Abby Zwerner, at Richneck Elementary School in Newport News, Virginia. Fri, 05 Jan 2024 03:00:00 -0600 en-us text/html Petal School District hosts annual Teacher Job Fair No result found, try new keyword!The Petal School District will host its annual Teacher Job Fair this month. The job fair will take place from 3:00 p.m. to 7:00 p.m. on Thursday, January 25 at Petal ... Fri, 05 Jan 2024 02:34:52 -0600 en-us text/html How technology expands the human element of human resources

Careful vetting of prospective new hires is a critical part of nearly every employer’s onboarding process. Once skills and cultural fit are confirmed, human resources professionals must verify references, education and professional credentials and, importantly, look for criminal history that could add risk in the workplace.

Not only does a background-screening practice enhance safety for employees, customers and other stakeholders, it also may improve the overall quality of hires – if background searches are handled correctly. Fortunately, the technology underlying background checks is rapidly evolving to deliver more accurate, efficient results, while empowering HR departments to examine each candidate’s record in nuanced detail.

Background search complexity

“One reason background checks have changed is that they have had to. Employers’ needs and the search dynamics are much different today,” explains Tom Manning, Vice President of Sales at background search provider Asurint. He interacts extensively with HR teams, staffing firms and others involved in hiring.

A key challenge is the record-keeping complexity across the United States. To find criminal records means to search county, state and often federal repositories, and this presents technical hurdles, according to Nathan Eads, Asurint’s Chief Strategy Officer. “While many jurisdictions offer digital access, some remain offline or limit the information available to the public. Various local courts restrict how criminal records can be searched, and their fees differ too. Jurisdictions routinely enhance these rules, and we need to adapt to those changes to maintain accuracy and time efficient services delivery.”

Back when companies recruited from a narrowly defined geographical area, jurisdictional variation was a relatively small issue. HR professionals could get to know a handful of counties and run the same background screens over and over.

“That’s not the world we live in anymore. Nowadays, companies are increasingly open to recruiting talent from diverse sources, whether they’re vying for students from universities across the nation or embracing remote employees across the country,” explains Huda Leininger, Vice President of Human Resources at Asurint.

Furthermore, employees themselves are highly mobile. They relocate residences, travel to neighboring cities for entertainment, and frequently embark on cross-country vacations. “Criminal convictions that employers should be aware of can occur outside jurisdictions disclosed in an application,” Leininger notes. “A comprehensive background check in today’s environment should have the sophistication to quickly and efficiently search for such records.”

Technology to the rescue

Employers must search widely to get the full picture of a job applicant. They need a comprehensive vetting but also a rapid one, in order to onboard their candidate before they pursue competing offers. Cost frequently enters the equation as well. Employers struggle to balance time and budget efficiency with thoroughness.

Smart technology is solving the problem. Asurint, for example, has forged direct relationships with courts across the country, providing rapid digital access to records covering 85 per cent of US population. This feature is combined with automated technology that evaluates each prospective hire’s residential history and recommends the best search parameters.

When results are returned, additional technology helps corroborate records and incorporate reportability-related regulations. “When an issue arises – maybe a court record is incomplete or the candidate lives in a jurisdiction impacted by Fair Chance legislation – our reporting parameters are automatically applied to provide our HR clients with complete and actionable information,” says Eads. 

Quality assurance improves candidate experience and hiring success, Leininger adds. “Candidates may not care about what’s happening ‘behind’ a background check, the processes and technologies that make it happen. But they care deeply that the system gets it right. Refuting false information can be stressful and many great candidates may simply move on rather than deal with the hassle.” 

More discerning hiring decisions

Conducting the best background check possible is a huge advantage for employers. Enabling HR professionals to act on the results in a personalised fashion is another plus.

With the sheer number of applicants to vet, HR teams can become overwhelmed with background reports. Humans weren’t made to sort hundreds of pages of similar-looking data in search of a needle in the haystack. Computers, on the other hand, are great at this kind of task.

“That’s why Asurint puts technology to work. Applying an employer’s job-specific hiring matrix, the system automatically highlights background reports with relevant records for review,” says Manning. “This solution has countless benefits. Timesaving is an obvious one. Also, the people reviewing the reports can differentiate between essential and irrelevant details.”

As a result, background check reviews become more discerning. By reducing the manual burden, HR gains the opportunity to perform better analyses, examining the type of offence, the time that’s passed, any concerning patterns and other context. Particularly in an era of Fair Chance hiring, this type of individualised consideration is helping HR open the door to deserving candidates who may have been screened out in the past. 

An empowered future for employee screening

The transition from smart automation, algorithms and machine learning to true artificial intelligence will only expand these capabilities. “Background checks will become even faster and more thorough, even as compliance requirements multiply,” Eads predicts. “Individual background report evaluations will, in turn, become more nuanced, as algorithms improve the existing background screening methods that are attuned with fair hiring practices.”

As is the case with any innovation, those who build and use advanced background check solutions must be on guard against unintended effects, such as reflecting unconscious bias. Being aware of the pitfalls is key, according to Manning. “If the industry keeps our goals and values top of mind, the next generation of screening solutions will further help HR professionals view each candidate as an individual with a unique history worthy of due consideration.”

Although it may seem ironic, more technological advancement will continue to make employee screening more and more human.

Learn more about Asurint here.

Wed, 15 Nov 2023 09:52:00 -0600 En text/html
UTSA College of Business to offer B.B.A. in human resources management

UTSA’s Mission

The University of Texas at San Antonio is dedicated to the advancement of knowledge through research and discovery, teaching and learning, community engagement and public service. As an institution of access and excellence, UTSA embraces multicultural traditions and serves as a center for intellectual and creative resources as well as a catalyst for socioeconomic development and the commercialization of intellectual property - for Texas, the nation and the world.

UTSA’s Vision

To be a premier public research university, providing access to educational excellence and preparing citizen leaders for the global environment.

UTSA’s Core Values

We encourage an environment of dialogue and discovery, where integrity, excellence, inclusiveness, respect, collaboration and innovation are fostered.

UTSA’S Destinations

UTSA is a proud Hispanic Serving Institution (HSI) as designated by the U.S. Department of Education .

Our Commitment to Inclusivity

The University of Texas at San Antonio, a Hispanic Serving Institution situated in a global city that has been a crossroads of peoples and cultures for centuries, values diversity and inclusion in all aspects of university life. As an institution expressly founded to advance the education of Mexican Americans and other underserved communities, our university is committed to promoting access for all. UTSA, a premier public research university, fosters academic excellence through a community of dialogue, discovery and innovation that embraces the uniqueness of each voice.

Thu, 07 Dec 2023 10:00:00 -0600 en text/html
Narayana Murthy again defends 70-hr work week advice for Indian youth

Defending his 70-hour work week call to Indian youth that created a furore late last year, Infosys founder N.R. Narayana Murthy has said that he has not given such advice to people without having done it himself.

In an interview with CNBC-TV18 along with his wife Sudha Murty, he said that youth in this country need to work hard where less privileged people already work extremely hard to make ends meet.

“If anybody that has performed much better than me in their own field, not necessarily in my field, I would respect, I would call them, and I would say, where do you think I was wrong in saying this? But I didn’t find it,” Narayana Murthy said when asked about his 70-hour work week advice.

“A lot of my western friends, a lot of NRIs, a lot of good people in India called me, and without exception, they were all very happy (with my advice),” the Infosys founder added.

He justified his advice, saying that we have to work hard in this country because the poor farmer works very hard.

“You know, the poor factory worker works very hard. So, therefore, those of us who received education at a huge discount, thanks to the subsidy from the government for all these education, owe it to the less fortunate citizens of India to work extremely hard,” he noted.

Sudha Murty said that her father used to work more than 70 hours a week.

“My sister is a doctor. She also works more than 70 hours. Narayana Murthy has worked 90 hours a week,” she said.

After triggering a huge debate over his statement in October that youth should work 70 hours a week, Narayana Murthy said in December that he used to be in office at 6:20 a.m.

The 77-year-old came out in support of his statement that went viral and drew mixed reactions from people.

“I used to be in the office at 6:20 a.m. and leave the office at 8:30 p.m. and worked six days a week. I know every nation that became prosperous did so through hard work,” Narayana Murthy had told The Economic Times.

“During my entire 40-plus years of professional life, I worked 70 hours a week. When we had a six-day week till 1994, I used to work at least 85 to 90 hours a week. That has not been a waste,” he added.

Thu, 04 Jan 2024 12:41:00 -0600 en-US text/html

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