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Servicenow-CIS-HR Certified Implementation Specialist - Human Resources Practice Test |

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Servicenow-CIS-HR Certified Implementation Specialist - Human Resources

The ServiceNow Certified Implementation Specialist – Human Resources Exam
Specification defines the purpose, audience, testing options, examination content
coverage, test framework, and the prerequisites necessary to become a ServiceNow
Certified Implementation Specialist for Human Resources.

Exam questions are based on official ServiceNow training materials, the ServiceNow
documentation site, and the ServiceNow developer site. Study materials posted
elsewhere online are not official and should not be used to prepare for the

• Practical knowledge about Human Resources processes and some knowledge
of IT Service Request workflows is also helpful

• Three (3) to six (6) months field experience participating in ServiceNow
deployment projects or maintaining ServiceNow instances

• Participation in at least one ServiceNow HR deployment project

• General familiarity with industry terminology, acronyms, and initialisms

Learning Domain % of Exam

1 Describe and use the ServiceNow HR System

• Plugins

• HR Table Structure

• Application Scoping 36%

2 Configure and Implement ServiceNow Core HR

Applications and HR Service Portal

• Users, Groups, Skills and Roles

• Assignment Rules

• HR Services, HR Catalog Items, and Record


• HR Service Portal Branding 41%

3 ServiceNow Implementation Methodology

• Understand SAIF and SIM Methodologies 7%

• Identify Recommended Implementation


• Proficiency with Writing or Loading Stories to
Govern the Engagement

4 4 Describe and Use Platform, Role, and Contextual

• Describe how Platform, Role, and Contextual
Security are Used in ServiceNow

• Understand how the Delegated Developer role

• Understand how to Configure Security Options to
Protect HR Data 16%

Total 100%

Multiple Choice (single answer)

For each multiple-choice question on the exam, there are at least four possible
responses. The candidate taking the exam reviews the response options and selects the
one response most accurately answers the question.

Multiple Select (select all that apply)

For each multiple-select question on the exam, there are at least four possible
responses. The question will state how many responses should be selected. The
candidate taking the exam reviews the response options and selects ALL responses that
accurately answer the question. Multiple-select questions have two or more correct

Exam Results

After completing and submitting the exam, a pass or fail result is immediately
calculated and displayed to the candidate. More detailed results are not provided to
the candidate.

Exam Retakes

If a candidate fails to pass an exam, they may register to take the exam again up to
three more times for a cost of $100.

Certified Implementation Specialist - Human Resources
ServiceNow Implementation Practice Test

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Certified Implementation Specialist - Human Resources
Question: 71
What role is required, at a minimum, to view confidential HR Profile data?
A. HR Admin [sn_hr_core.admin]
B. HR Basic [sn_hr_core.basic]
C. LE Admin [sn_hr_le.admin]
D. HR Manager [sn_hr_core.manager]
Answer: A
Question: 72
In the base ServiceNow instance, how are User Criteria used?
A. To control which users can access the HR Case application
B. To control what a user sees in the information and suggested reading widgets
C. To control read and write access to Knowledge bases and articles
D. To control which users can access the HR Service Portal
Answer: C
Question: 73
Which of the following are true for an HR application as it relates to the User [sys_user] Table and the HR Profile
[sn_hr_core.profile] Table?
A. Both are required.
B. Only HR Profile table is required in HR.
C. Neither are required.
D. Only the User table is required in HR.
Answer: A
Question: 74
What type of information does the HR Profile contain?
A. Personal employee data
B. Group membership and role information
C. User login and department information
D. A users password
Answer: A
Question: 75
How many User Criteria Records may be applied to a single KB or KB Article?
A. Only two
B. Only three
C. Unlimited
D. Only one
Answer: A
Question: 76
If you have both Admin and HR Admin roles and wanted to configure an Access Control for the Employee
Relations Cases table, what must first be done?
A. Add the Delegated Developer role to your User record
B. From the User dropdown in the banner, elevate your role to security_admin
C. Manually add the security_admin role to your User record
D. Nothing would need to be done
Answer: A
Question: 77
In the Create Bulk Cases module, which Filter by options are available in the dropdown? (Choose four.)
A. Document Template
B. Upload File
C. HR Service Template
D. User Criteria
E. HR Template
F. HR Profiles
G. HR Criteria
Answer: BDFG
Question: 78
After the HR Admin [sn_hr_core.admin] role has been removed from the Admin role, how may a user with only
the Admin role add members to HR groups?
A. The Admin must elevate their role to security_admin to add members to HR groups.
B. The Admin follows the same process as with any group membership change.
C. The Admin can no longer add members to HR groups.
D. The Admin must impersonate an HR Admin to add members to HR groups.
Answer: C
Question: 79
An HR Admin without the System Admin role can do what? (Choose three.)
A. Grant roles to users or groups
B. Modify the HR Administration > Properties
C. Reset user passwords
D. Create HR Criteria
E. Configure business rules
F. Add users to groups
Answer: ACF
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Mon, 05 Dec 2022 08:03:00 -0600 en text/html
Equitable Implementation at Work

The field of implementation science needs to prioritize evidence-informed interventions that fit the daily lives of the communities in which they will be delivered. Early prevention and intervention efforts have the potential to achieve goals related to service access and outcomes, but without an explicit focus on equity, most fail to do so. Equitable implementation occurs when strong equity components—including explicit attention to the culture, history, values, assets, and needs of the community—are integrated into the principles, strategies, frameworks, and tools of implementation science. While implementation science includes many frameworks, theories, and models, a blueprint for equitable implementation does not yet exist.

Bringing Equity to Implementation

Implementation science—the study of the uptake, scale, and sustainability of social programs—has failed to advance strategies to address equity. This collection of articles reviews case studies and articulates lessons for incorporating the knowledge and leadership of marginalized communities into the policies and practices intended to serve them. Sponsored by the Anne E. Casey Foundation

This supplement addresses critical aspects of equitable implementation and attempts to define concrete strategies for advancing equity in implementation and in efforts to scale it. The core elements for equitable implementation include building trusting relationships, dismantling power structures, making investments and decisions that advance equity, developing community-defined evidence, making cultural adaptations, and reflecting critically about how current implementation science theories, models, and frameworks do (or do not) advance equity. Case examples described in this supplement demonstrate how specific activities across these core implementation elements can address cultural, systemic, and structural norms that have embedded specific barriers against Black, Indigenous, and other communities of color. 

We wanted two types of articles for this supplement: case examples from the field of implementation science that explicitly focus on equity, and case examples from community-driven implementation efforts to inform implementation science in the future. We required that community members serve as co-authors with implementation scientists and funders. The range of perspectives and experiences shared in these articles provides us with an important vantage point for exploring equitable implementation. In response to questions about the process of writing for this supplement, several authors stressed the necessary challenge of balancing the different stakeholder perspectives and voices to write concise and compelling articles.

We attempt to summarize what we’ve learned about equitable implementation over the course of working on this supplement and in our own research. Here are 10 recommendations we have for putting equitable implementation into action.

Build Trusting Relationships

Implementation relies on collaborative learning, risk-taking, and openness to failure. At the center of this dynamic is vulnerability and trust. Trust engenders faith that partners can rely on each other to deliver on agreements and to understand—and even anticipate—each others’ interests and needs.1 A recommendation for building trusting relationships is:

1. Take the time to build trust through small, frequent interactions. Trust is not built through sweeping gestures, but through everyday interactions where people feel seen and heard. Trust requires long-term commitment, clear and comprehensive communication, and time. As described in the article about the partnership between ArchCity Defenders and Amplify Fund, implementation moves at the speed of trust, and that can take longer than we think. Funders need to provide the time and resources to build trust between themselves, other leaders, and community members and to support trust-building among stakeholders in the community.

Dismantle Power Structures

Power differentials exist in implementation efforts where specific individuals or groups have greater authority, agency, or influence over others. Implementation strategies should be chosen to address power differentials and position community members at the center of decision-making and implementation activities. Recommendations for dismantling power structures include:

2. Shed the solo leader model of implementation. Implementation science should promote collaborative leadership rather than rely on the charisma and energy of a single individual or organization. When leaders engage with community members and diverse stakeholder groups in meaningful activities that are ongoing, they develop a shared understanding of problems and potential solutions, develop strategies that address community needs and assets, and create a sense of mutual accountability for building the system of supports needed to sustain change and advance equitable outcomes.2

3. Distribute information and decision-making authority to those whose lives are most affected by the implementation. Empowering community members to make decisions about what is implemented and what strategies are used to carry out the work is critical for implementation to be relevant, successful, and sustainable. By recognizing the knowledge and experience that community stakeholders have and using that expertise to make decisions, public officials, funders, and practitioners create an environment of mutual comfort and respect. The central role that young people play in the development of Youth Thrive illustrates how an organization deliberately changed its work in order to ensure that nothing about young people was done without them having a collaborative role in shaping and delivering the curriculum. 

Invest and Make Decisions to Advance Equity

Successful implementation is the product of dozens of shared decisions. In all implementation efforts, opportunities exist for critical decision-making that can either increase or decrease the likelihood that implementation will result in equitable outcomes. Recommendations include:

4. Engage in deliberate and transparent decision-making. Implementation decisions should be conscious, reflective, well thought through, and paced in a way that unintended consequences can be assessed. By taking the time to reflect, we can make course corrections for decisions that yield any unexpected results. Decision-making should also be transparently communicated with stakeholders at all levels of implementation.

5. Engage community members in interpreting and using data to support implementation. As described in this supplement, the success and sustainability of implementation are related to the alignment with and deep understanding of the needs of a community as defined by the community members themselves. The Children and Youth Cabinet in Rhode Island developed a resident advisory board and offered community members regular data review sessions. At these sessions, community members shared relevant context for findings and applied their experience to quality improvement.

Develop Community-Defined Evidence

Equitable implementation starts with how the evidence we seek to implement is developed. Research evidence often demonstrates different levels of effectiveness for different groups of people when replicated or scaled widely, leading to inequitable outcomes. As interventions are developed, it is critical to consider diversity in all its forms—including geographical, racial and ethnic, socioeconomic, cultural, and access—and to do this through the involvement of local communities. A recommendation for developing community-defined evidence is:

6. Co-design interventions with community members. This ensures interventions are relevant, desired by communities, and feasible to implement. Village of Wisdom created workshops by and for Black parents to share their parenting insights. These workshops became the foundation for developing culturally affirming instruction and for formulating tools and strategies that could create environments to encourage the intellectual curiosity and racial identity of Black children. By using the experiences and knowledge of Black parents to develop learning environments that nurture well-being, Village of Wisdom asserts the value of growing up Black and parenting Black children. To develop the Bienvenido Program, staff recruited leaders across the community as cocreators of a mental health needs assessment and the knowledge developed from it. The program was designed in response to Latinx residents’ experiences and the challenges they face in accessing mental health services. In both of these examples, community members’ experiences and perspectives were used to develop interventions that were aligned with community needs as they described them.

Make Adaptations

In order to reduce disparities in outcomes and advance equitable implementation, interventions and services must reach specific groups of people and demonstrate effectiveness in improving outcomes for them.3 Adaptations, especially cultural adaptations, must be made for both interventions and for implementation strategies to ensure the reach and relevance needed for equitable implementation. Recommendations for making adaptations include:

7. Seek locally based service delivery platforms. Implementation often relies on traditional institutions (e.g., hospitals) and systems of care (e.g., public health departments) that may limit or even impede access for specific groups of people. Two articles in this supplement discuss the importance of local, faith-based groups for supporting implementation—the parenting program in Travis County, Texas, and the cardiovascular health initiative in Chicago. Both case examples elevate the importance of adapting service delivery mechanisms to trusted community organizations to increase access for and uptake by local residents.

8. Address issues of social justice. Specific groups of people face significant stressors and barriers to care that are rooted in systemic and structural racism. Authors in this supplement emphasize the importance of adaptations that address issues related to these stressors. As noted in the article on culturally adapting a parenting intervention, parents may not be able to access and benefit from a parenting program if they are dealing with immigration policies and fear of deportation. In this case, adaptations to the program would need to include immigration counseling to support equitable implementation. 

Critical Perspectives on Implementation Science

While implementation science is undergirded by theories, models, and frameworks, notably missing in the field are critical perspectives. The article on critical perspectives seeks to address this gap by discussing the methods used in implementation science and how they might perpetuate or exacerbate inequities. The authors also raise the importance of context and how it is addressed in implementation research and practice.

In the field of implementation science, context includes three levels: macro, organizational, and local.4 Macro context refers to socio-political and economic forces that either facilitate or hinder implementation efforts. Organizational context refers to organizational culture and climate that influence the behavior of staff. Local context refers to the community activities and relationships that influence implementation and behavior. Implementation strategies at the local or organizational level are limited in their impact on systemic and structural issues. In several articles of the supplement, authors advocate for doing more than describing the macro context. Implementation science needs to develop strategies that can address macro issues that foster or perpetuate disparities in outcomes. Recommendations include:

9. Develop implementation strategies that address the contextual factors that contribute to disparities in outcomes. Advocacy and policy implementation strategies focused on the macro context are more likely to advance equity than implementation strategies at organizational or local levels. Articles in this supplement describe the importance of building the capacity of community leaders to create advocacy networks for policies and funding that will help to sustain local programming. The example from ArchCity Defenders and Amplify Fund describes the critical role of funders in supporting changes to the social, political, and economic environments that grantees operate within to advance equity and promote sustainability. To cite another example, training community members to facilitate local programs and deliver interventions (as demonstrated in the Bienvenido Program and the cardiovascular health project in Chicago) ensures that implementation is tailored to the culture, history, and values of the local community; that interventions are delivered by trusted individuals; and that communities will be able to sustain the interventions.

10. Seek long-term outcomes that advance equity. The selection of interventions should include an assessment of the interventions’ likely influence on outcomes beyond near-term changes. Selecting programs that have the potential of a spillover effect in outcomes is a mechanism for equitable implementation. As described in a case example in this supplement, participants in the Bienvenido Program developed confidence and knowledge about participating in community meetings and engaging with locally elected officials and pursued careers in the mental health field. In the critical perspectives article, authors explained that some parenting programs demonstrate evidence for outcomes beyond strengthening parenting practices, such as reduction in substance abuse or increases in employment and stable housing.    

The purpose of implementation science is to integrate research and practice in ways that will improve outcomes for people and communities. However, implementation frameworks, theories, and models have not explicitly focused on how implementation can and should advance equity. The recommendations that emerged across the diverse case examples in this supplement provide a starting point for changing and improving the methods and strategies used in implementation to ensure that equity is at the center of the work. As Ana A. Baumann and Pamela Denise Long argue in “Equity in Implementation Science Is Long Overdue,” implementation scientists must engage in critical reflection on the gaps between the intentions and the results of their work. We hope this supplement sparks reflection in funders, researchers, and practitioners involved in supporting implementation efforts with the hope of making people’s lives better and inspires their resolve and courage to shift toward learning from those who have the greatest stake in successful and equitable outcomes.

Support SSIR’s coverage of cross-sector solutions to global challenges. 
Help us further the reach of innovative ideas. Donate today.

Read more stories by Audrey Loper, Allison Metz & Beadsie Woo.

Thu, 20 May 2021 04:08:00 -0500 en-us text/html ServiceNow Acquires Partner’s Occupational Health And Safety Practice

‘One of the beauties of this whole acquisition is that it’s already built on the ServiceNow platform. So that helps us almost immediately to turn that into a valuable solution for our customers. We probably have about an 18-month integration plan, because we’d like to re-platform it the way to create a good solid solution that’s well tested and is released properly to our customers,’ says Eric Schroeder, vice president of product for ServiceNow’s NowX internal incubator arm.


Digital workflow technology developer ServiceNow Tuesday unveiled its acquisition of the Toolbox OH&S assets from one of its ServiceNow Elite Partners, Enable Professional Services.

ToolBox OH&S is a practice of Enable Professional Services focused on consolidating occupational health and safety management on the ServiceNow platform.

Enable Professional Services is an Australia-based ServiceNow Elite Partner, which in July 2022 was acquired by Fujitsu. Prior to the acquisition, it was a pure-play ServiceNow advisory, consulting, and delivery partner.

[Related: ServiceNow Expands Automation, AI Capabilities With New Vancouver Release]

No dollar value for the acquisition was provided.

Eric Schroeder, vice president of product for the NowX internal incubator arm of Santa Clara, Calif.-based ServiceNow, told CRN that ToolBox OH&S will become part of an existing practice in the company focused on workplace delivery systems.

“ToolBox OH&S just gives us a way to accelerate our roadmap,” Schroeder said. “It gives us a deeper capability that our customers are going to demand. They come with a great deal of experience in this space.”

Schroeder said ServiceNow happened to run across the ToolBox OH&S solution, and by coincidence it was developed by a ServiceNow elite partner.

“It helps us to advance our health and safety practice,” he said. We approached them about it, and it just turned out to be a match made in heaven.”

Schroeder said he expects integration of ToolBox OH&S into the ServiceNow Now platform to be relatively simple.

“One of the beauties of this whole acquisition is that it’s already built on the ServiceNow platform,” he said. “So that helps us almost immediately to turn that into a valuable solution for our customers. We probably have about an 18-month integration plan, because we’d like to re-platform it the way to create a good solid solution that’s well tested and is released properly to our customers.”

ToolBox OH&S was developed in Australia and is used primarily by customers in that country. Schroeder said that during the integration process those customers will be able to continue to utilize it.

“That’s the goal,” he said. “We want to retain those customers and make them successful.”

Eventually, it will be available to all ServiceNow customers and channel partners, he said.

Bruce Hara, CEO of Enable Professional Services, said in a statement that his company created ToolBox OH&S on the Now Platform because its customers needed a way to automate highly regulated and manual health and safety processes.

“We needed a single platform that could handle complex workflows not only across the enterprise, but also across regions and industries,” Hara said. “We’re thrilled this technology is being further integrated into ServiceNow so we can together address the growing health and safety needs of employees worldwide.”

Tue, 26 Sep 2023 01:04:00 -0500 text/html
Into practice

Support and resources to help you make the best use of our guidance and quality standards.

A selection of resources to help you make effective decisions for your local services:

Guidance that can help you make cost savings and find efficiencies in your local services.

Includes impact reports and templates that allow you to accurately estimate savings for your local setting.

A selection of resources that help you measure the uptake of our guidance and compare your service with others. You can:

  • read how our guidance is used to improve the health and care of people
  • compare your service against quality standards
  • monitor the use of medicines.

Our resources offer practical support for people using NICE guidance and standards in their day-to-day practice. Our resources include:

  • practical steps to improving the quality of care and services using NICE guidance
  • principles for putting evidence-based guidance into practice
  • implementation flowcharts
  • how guidance and standards can help you.

Our resource planner helps you plan for and implement our guidance by:

  • listing forthcoming guidance to help you plan ahead
  • highlighting the potential resource impact of forthcoming guidance
  • summarising the resource implications of our published guidance.

See how our guidance and standards have been used to improve the quality of health and social care services around the UK.

Guidance and advice to existing health inequalities frameworks.

Aimed at practitioners and commissioners, this interactive resource is a one-stop-shop of evidence-based recommendations aligned to established health inequalities frameworks.

We want to hear your feedback and experiences of implementing our guidance. You can:

  • help us develop our tools and resources
  • share your experience of putting our guidance and standards into practice
  • send us your comments.

Our aim is to drive and enable the effective use of our guidance and standards to ensure people receive the best possible care. We have four strategic aims for implementation:

  • embedding implementation upstream
  • strengthening external collaboration and partnerships
  • developing implementation campaigns for system priorities
  • increasing the use of data for uptake and impact.
Mon, 20 Jan 2020 06:26:00 -0600 en-GB text/html
ISG to Publish Reports on ServiceNow Partner Ecosystem No result found, try new keyword!ServiceNow Implementation and Integration Services, assessing providers that can implement ServiceNow and integrate it with other applications in complex enterprises without adding to an ... Tue, 28 Nov 2023 01:04:00 -0600 CSC Expands ServiceNow Practice Into Mainland Europe With Aspediens Buy

CSC has fortified its cloud and service management consulting superpower status by purchasing an 80-person European ServiceNow partner with sky-high customer satisfaction scores.

The Tysons, Va.-based company, No. 5 on the CRN 2015 Solution Provider 500, said its acquisition of Nyon, Switzerland-based Aspediens represents a 20 percent increase in its ServiceNow project base, providing the company with a presence in mainland Europe for the first time. The deal will also enable CSC to expand its offerings to include multiyear managed services and enterprise service management.

Aspediens will join CSC’s ServiceNow practice within Fruition Partners, a Chicago-based cloud service management firm that was acquired by CSC in August and is ServiceNow's largest dedicated global integration partner. Fruition co-founder Marc Talluto will continue to lead CSC's global ServiceNow practice, overseeing Aspediens CEO Michel Regueiro.

[Related: CSC Buys Two Firms, Hints Public Sector Business Could Be Acquired]

"We're looking to really expand our global footprint," Talluto told CRN. "We want to go very strong into the European market."

Terms of the deal, which is expected to close June 30, were not disclosed. The combined business will have nearly 500 people with expertise in ServiceNow cloud development and service management consulting.

Fruition's European presence is currently confined to the United Kingdom, Talluto said, meaning that multinational companies looking to deploy ServiceNow in both the United States and mainland Europe would have had to use two solution providers.

The geographies in which Aspediens operates -- Switzerland, France, Germany and Spain -- are expected to see dramatic growth in ServiceNow adoption in the coming years, according to Fruition. Few existing European ServiceNow partners have advanced offerings around application outsourcing, cybersecurity and vertical solutions, making it easier for Fruition to differentiate itself in the region, Talluto said.

Aspediens' reputation for consistent and market-leading services, coupled with extremely high customer satisfaction scores, made them an appealing acquisition target, according to Fruition. Aspediens also has experience building software companies and has a disciplined product management strategy in place, Talluto said.

"We've heard good things from ServiceNow about them," Talluto said.

Fruition also expects to continue its geographic expansion both organically and via acquisition. The company would be most interested in gaining a foothold in Latin America, Asia-Pacific and the Nordics, Talluto said.

Although end users shouldn't expect any changes in the short term, Fruition said customers will benefit from shared research and development, training capabilities and implementation resources over the long run.

Some of CSC's competitors have focused on building a ServiceNow practice, including KPMG and the Indian outsourcing firms. But Talluto said virtually all of the other players can either serve only a particular region or have only mastered a particular competency around ServiceNow such as application outsourcing.

"We're really a more comprehensive global offering to customers than they could get from another partner," Talluto said.

Mon, 23 May 2016 10:02:00 -0500 text/html
How to Use Practice Tests to Study for the LSAT No result found, try new keyword!Likewise, it’s a bad idea to take the LSAT without first training with real practice tests. That said, very few athletes run daily marathons. Instead, they vary their training with shorter ... Tue, 11 Oct 2022 01:36:00 -0500 Adoption and implementation team

The adoption and implementation team provides support to the system to enable the effective use of NICE guidance.

It does this by working in close partnership with our key national partners in health and social care, and other relevant agencies. We work together to consider the barriers to implementation and adoption, and to develop effective strategies or solutions on how to help overcome them.

Examples of solutions include:

  • changes to national or local policy
  • resource development
  • signposting to other support.
Mon, 07 Oct 2019 06:00:00 -0500 en-GB text/html
Impact of Clinical Practice Gaps on the Implementation of Personalized Medicine in Advanced Non–Small-Cell Lung Cancer No result found, try new keyword!For every 1,000 patients in the study cohort, 497 (49.7%) are lost to precision oncology because of factors associated with getting biomarker test ... implementation of precision oncology care ... Fri, 24 Feb 2023 10:59:00 -0600 en-US text/html

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