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SHRM
Regional Council
Business Meeting
Elizabeth Moore, SHRM-CP
Robert Garcia, SHRM-SCP
February 6 – 7, 2015
Hyatt Regency Miami
Miami, Florida
Bhavna Dave
Director of Talent
SHRM member since 2005
© SHRM 2015
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This is an exciting time for HR professionals!
We believe these new credentials will become the
globally recognized standard of excellence in HR.
© SHRM 2015
SHRM Certification
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Eligibility
Pathway
The Exam
SHRM-CP
SHRM-SCP
Question
Types
BoCK/Content
Recertification
© SHRM 2015
Eligibility
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• Credit for formal HR education
• Accessible certification
— 1,000 work hours in HR role in a calendar
year = 1 year of experience
— No exempt-level requirement
• Pathway from SHRM-CP to SHRM-SCP
© SHRM 2015
Eligibility
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*Less than a bachelor’s degree includes working toward bachelor’s degree; associate’s degree; some college;
qualifying HR certificate program; high school or GED.
© SHRM 2015
Pathway
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• Credit for what you have earned
• Overview of the new (competencies)
• Competency statements can help guide
recertification path
• Gain an additional credential
© SHRM 2015
Pathway Tutorial
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From January 5, 2015, to December 31, 2015, holders of a valid HR generalist certification
can be eligible to obtain the SHRM-CP or SHRM-SCP.
Complete the SHRM Online Tutorial Pathway
www.SHRMCertification.org
*Note: PHR, SPHR, GPHR, HRBP, and HRMP are registered trademarks of the
HR Certification Institute and are not SHRM certifications.
© SHRM 2015
The Exam
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• Assesses competencies and knowledge.
• Ensures mastery of both technical and
behavioral competencies—putting knowledge
to work through critical thinking, practical
application, and experience.
• Situational judgment test questions (SJTs)
are scenario-based and present four answer
options.
© SHRM 2015
Feedback
89%
78%
79%
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• of pilot participants stated that the scenarios were realistic.
• said that the response options were realistic.
• liked the format of the SJTs.
• said that the SJT questions effectively assessed the application
of the behavioral competencies in the SHRM BoCK.
75%
• indicated that the knowledge questions assessed relevant topics
HR professionals need to know to perform their duties.
74%
• said that the knowledge questions adequately tested their
understanding of the HR Functional Areas in the SHRM BoCK.
73%
© SHRM 2015
The Exam
Exam Overview
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EXAM FORMAT AND LENGTH
 Computer-based testing (CBT)
 150–180 questions (knowledge-based and situational judgment
test items)
 Candidates have up to 4 hours.
TEST WINDOWS AND REGISTRATION DATES
CERTIFICATION CYCLE
All certifications are valid for three years.
© SHRM 2015
Score Weighting
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© SHRM 2015
Exam Fees
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© SHRM 2015
Streamlined Recertification
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• 60 Professional Development Credits (PDCs)
• Credits awarded for Advance Your Education,
Advance Your Organization, and Advance Your
Profession.
• No distinction between Strategic and General
Business Credits.
• State Councils, Chapters, and Educational
Partners in good standing are eligible to become
Preferred Providers at no cost.
© SHRM 2015
Recertification Credits
Category
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Maximum Number of
Professional
Development Credits
(PDCs)
Description/Examples
Advance Your
Education
Continuing education such as:
o Conferences
o College courses
o Seminars
o e-Learning (instructor-led and self-directed)
o Chapter programs
o Webcasts
o Audiocasts
o Podcasts
Advance Your
Organization
Work projects endorsed by supervisor that support
organizational goals and advance or demonstrate
capabilities in one or more HR competency.
Advance Your
Profession
Thought leadership and volunteer activities such as:
o Professional membership
o Volunteer leadership
o Speaking at conferences
o Writing and research
o
No maximum for
instructor-led PDCs
o
Maximum of 30
PDCs for selfdirected programs
o Maximum of 20
PDCs per cycle
o
Maximum of 30
PDCs per cycle
© SHRM 2015
Competency-Based/Updated Content
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• Assesses competencies and knowledge—
technical and behavioral
• Knowledge put to work through critical
thinking, practical application, and
experience
• Relevant to the changing marketplace
• Current and relevant content
– Diversity and Inclusion
– Technology and Data
© SHRM 2015
SHRM BoCK
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© SHRM 2015
Organization of the SHRM BoCK
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Sections:
Behavioral Competencies—How HR
professionals utilize these 8 behavioral
competencies to perform effectively at work.
HR Expertise (HR Knowledge)—Four broad
domains (People, Organization, Workplace,
and Strategy), divided into 15 HR Functional
Areas.
shrmcertification.org
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© SHRM 2015
What Is a Competency?
Competencies combine
knowledge, skills, abilities,
and other characteristics
that we need to succeed in
our profession.
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Skills
SHRM Competency Model
Abilities
Knowledge
© SHRM 2015
HR’s Constituencies
From senior
management to new
hires
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Across organizational
divisions
SHRM HR
competency
model reflects
multiple
constituencies.
With entire workforces
and individual
employees
With internal and
external stakeholders
© SHRM 2015
Nine Competencies
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© SHRM 2015
SHRM-CP and SHRM-SCP
All HR
professionals
Advanced HR
professionals
Understand
strategic
relationship
between HR and
core functions
Align HR and
business
strategy, goals,
objectives
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© SHRM 2015
Leadership and Navigation
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Ability to direct and contribute to initiatives and processes
within the organization
All HR
professionals
Advanced HR
professionals
Facilitate others’
achievement
Manage the
influences of internal
and external
environments
Act as change
agent to support
the organizational
strategy
© SHRM 2015
Ethical Practice
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Ability to integrate core values, integrity, and accountability
throughout all organizational and business practices
All HR
professionals
Act with integrity
Encourage others to
act with integrity
Advanced HR
professionals
Withstand internal
and external
pressures to
ensure that ethical
decisions are made
and supported
© SHRM 2015
Business Acumen
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Ability to understand and apply information to contribute to
organization’s strategic plan
All HR
professionals
Understand internal
business partners
Understand external
influences
Use metrics and
data analysis
Advanced HR
professionals
Understand and
interact with highlevel systems,
strategy, and
initiatives
© SHRM 2015
Relationship Management
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Ability to manage interactions to provide service and to
support the organization
All HR
professionals
Advanced HR
professionals
Support relationships
Build networks
Promote shared
interests
Use effective
relationships to
advance HR and
organizational
strategies and
objectives
© SHRM 2015
Consultation
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Ability to provide guidance to organizational stakeholders
All HR
professionals
Advanced HR
professionals
Helping others
achieve their goals
Creating and
facilitating solutions
to support
achieving goals
Guide major
initiatives in HR
and throughout
the organization
© SHRM 2015
Critical Evaluation
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Ability to interpret information to make business decisions
and recommendations
All HR
professionals
Gather information
and resources
Make fact-based
decisions
Advanced HR
professionals
Translate
information
to make
decisions and
recommendations
© SHRM 2015
Global and Cultural
Effectiveness
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Ability to value and consider the perspectives and
backgrounds of all parties in global business
All HR
professionals
Maintain an open
perspective
Work to
understand others
Advanced HR
professionals
Ensure crosscultural strategies,
harmony, and
organizational
success
© SHRM 2015
Communication
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Ability to effectively exchange information with
stakeholders
All HR
professionals
Present and receive
information
Communicate to
achieve objectives
Advanced HR
professionals
Communicate
effectively in highstakes and highvisibility situations
© SHRM 2015
Domains
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People
Organization
Workplace
Talent Acquisition
& Retention
Structure of the
HR Function
HR in the Global
Context
Org. Effectiveness
& Development
Diversity &
Inclusion
Workforce
Management
Risk Management
Employee
Relations
Corporate Social
Responsibility
Technology &
Data
Employment Law
Employee
Engagement
Learning &
Development
Total Rewards
Strategy
Business & HR
Strategy
© SHRM 2015
Sample SJT Scenario
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A company has a policy that clearly outlines appropriate expectations relative
to privacy, conflicts of interest, and confidentiality considerations. The HR
director, who has “risen through the ranks” in various departments, was
elevated to her current position after 20+ years with the company. She has
long-standing relationships with many employees, including managers and
supervisors. She understands the stated privacy policy provisions but
regularly shares information with managers and supervisors, rationalizing that
because of their leadership roles, they need to know information for all of the
employees who report directly or indirectly to them.
An employee who reports to a manager who is one of the director's closest
friends recently provided the director with a medical statement attesting to her
recent diagnosis of being bipolar. The employee's medical professional further
provided information on possible accommodations relative to her condition.
One such suggested accommodation was focusing on ways to maintain
stamina in the workplace (e.g., flexible scheduling, self-paced workload, time
off for counseling).
© SHRM 2015
Question 1
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The HR director shares the accommodations with the employee's manager,
who then presses the director for information as to the employee's underlying
condition. How should the director respond?
A. The director can tell the manager that as much as she’d like to, the
company will not allow her to talk to him further.
B. The director can explain why she cannot share the underlying information
as to the employee’s medical information.
C. The director should share the employee’s underlying condition with the
manager, since he is her immediate supervisor and has her best interests
at heart.
D. The director knows that the manager can be trusted, so she should inform
him of the employee's medical condition knowing that he will not tell
anyone.
© SHRM 2015
Question 1
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The HR director shares the accommodations with the employee's manager,
who then presses the director for information as to the employee's underlying
condition. How should the director respond?
A. The director can tell the manager that as much as she’d like to, the
company will not allow her to talk to him further.
B. The director can explain why she cannot share the underlying
information as to the employee’s medical information.
C. The director should share the employee’s underlying condition with the
manager, since he is her immediate supervisor and has her best interests
at heart.
D. The director knows that the manager can be trusted, so she should inform
him of the employee's medical condition knowing that he will not tell
anyone.
© SHRM 2015
Question 2
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The son of the company’s chief executive officer (CEO) also has been
diagnosed with bipolar disorder, and, as such, the CEO is a strong promoter of
volunteer activities supporting the rights of those with mental conditions. The
CEO asks the HR director to identify those individuals within the organization
who may be interested in supporting his efforts because of their own condition
or that of a family member. How should the HR director respond?
A.
Since the CEO’s request is in support of such a good cause, the HR
director can reasonably share the information.
B.
The HR director should rewrite the conflict-of-interest and privacy policies to
allow her to share the information with the CEO.
C.
The HR director should not share this information with the CEO, explaining
the privacy and conflict-of-interest considerations at issue, regardless of the
good intentions of the CEO.
D.
The HR director should not share this information with the CEO and should
not say anything to him as to why she won’t because, as the CEO, he
should know why this information shouldn’t be shared.
© SHRM 2015
Question 2
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The son of the company’s chief executive officer (CEO) also has been
diagnosed with bipolar disorder, and, as such, the CEO is a strong promoter of
volunteer activities supporting the rights of those with mental conditions. The
CEO asks the HR director to identify those individuals within the organization
who may be interested in supporting his efforts because of their own condition
or that of a family member. How should the HR director respond?
A.
Since the CEO’s request is in support of such a good cause, the HR
director can reasonably share the information.
B.
The HR director should rewrite the conflict-of-interest and privacy policies to
allow her to share the information with the CEO.
C.
The HR director should not share this information with the CEO,
explaining the privacy and conflict-of-interest considerations at issue,
regardless of the good intentions of the CEO.
D.
The HR director should not share this information with the CEO and should
not say anything to him as to why she won’t because, as the CEO, he
should know why this information shouldn’t be shared.
© SHRM 2015
Q&A
Image courtesy of Stuart Miles/FreeDigitalPhotos.net
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© SHRM 2015
2015 SHRM Learning System
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© SHRM 2015
Student Materials vs. Instructor
Materials
Instructor
Materials
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Student
Materials
9 books
(includes IRB)
5 books
Online
Learning
Center access
Online
Learning
Center access
Group reports
Individual
reports
PRC access
© SHRM 2015
SHRM Body of Competency and
Knowledge (SHRM BoCK™)
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© SHRM 2015
Online Learning Center
•
•
•
•
•
•
•
•
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Assess/Study/Pass
Level selection (CP/SCP)
SmartStudy tool
Tests (including knowledge and
SJT questions)
E-reader modules
Flashcards and glossary
Resource Center
Reporting
© SHRM 2015
Assess/Study/Pass
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Select level of study (SHRM-CP/SHRM-SCP), or use both.
Assess
Study
Pass
• Take assessment.
• Review eligibility.
• Use SmartStudy tool.
•
•
•
•
Read each module.
Take the quizzes.
Review the flashcards.
(E-reader file downloads/Resource Center)
• Take post-test (functionality).
• Review test-taking tips.
• Review Certification Handbook.
© SHRM 2015
Assess
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• Assessment weighted to exam (multiple-choice and
situational judgment test questions)
• Eligibility review sheet (and choosing the right
certification)
• SmartStudy tool
© SHRM 2015
SmartStudy Detailed Study Plan
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© SHRM 2015
Study
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Tests by
Functional
Area
Flashcards
by domain
© SHRM 2015
Pass
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• Post-test mirrors exam.
• Review test-taking tips.
• Review Certification Handbook.
© SHRM 2015
Post-Test Features
•
•
•
•
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Timing
Strike-through
Mark and review
Rationales (on report)
© SHRM 2015
Individual Report Menu
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© SHRM 2015
Instructor Reports
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© SHRM 2015
12-Session Course Agenda
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© SHRM 2015
*14-Session Course Agenda
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*Used with
permission –
Green Bay
Area chapter
© SHRM 2015
*8-Session Course Agenda
Week # Date
Title
1 3/9/2015 Introductions & Housekeeping
1 3/9/2015 Course Introduction
1 3/9/2015 HR Competencies
1 3/9/2015 *Break
1 3/9/2015 Structure of HR Function
1 3/9/2015 Employee Engagement
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Area
# of Slides 8wk/4hr Budget
Intro
15
Intro
15
Intro
21
45
Break
15
Organization
23
60
People
25
60
2 3/16/2015 Total Rewards
2 3/16/2015 *Break
2 3/16/2015 Organizational Effectiveness and Development
People
Break
Organization
72
3
3
3
3
3/30/2015 Employee Relations
3/30/2015 Risk Management
3/30/2015 *Break
3/30/2015 HR in the Global Context
Organization
Workplace
Break
Workplace
37
25
4
4
4
4
3/23/2015 Talent Acquisition & Retention
3/23/2015 *Break
3/23/2015 Learning and Development
3/23/2015 Half-Way Point - Discussion, Check-In
People
Break
People
57
5
5
5
5
4/13/2015 Diversity and Inclusion
4/13/2015 *Break
4/13/2015 Workforce Management
4/13/2015 Corporate Social Responsibility
Workplace
Break
Organization
Workplace
24
6 4/6/2015 US Employment Laws and Regulations
6 4/6/2015 *Break
Workplace
Break
92
225
15
7 4/20/2015 Technology and Data
7 4/20/2015 *Break
7 4/20/2015 Business and HR Strategy (Part 1)
Organization
Break
Strategy
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110
10
120
8
8
8
8
8
8
Strategy
12
4/27/2015 Business and HR Strategy (Part 2)
4/27/2015 Discussion
4/27/2015 *Break
4/27/2015 Final Exam
4/27/2015 *Break
4/27/2015 Launch! Discussion, Check-In
Break
Break
19
47
35
29
36
36
165
15
60
75
50
15
100
130
15
80
15
60
15
75
90
45
30
15
95
15
30
4-hour sessions
*Used with
permission –
HRACO
chapter
© SHRM 2015
Five Best-Practice Ideas
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Ask students to develop their own situational judgment test
questions to share with the class for discussion.
Use headlines and current events in the news to bring
competencies into the classroom and spark discussion.
Incorporate games into your classroom to help students
understand the material.
Incorporate new technologies such as polling and clickers to
encourage student participation.
Include role-playing exercises in the classroom to highlight HR
competencies in practical application.
© SHRM 2015
Why Promote Certification?
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 Meet your SHAPE goals.
 Advance the profession
and your members.
 Earn $20 for each SHRMcertified member.
 Become a Learning
System Champion!
© SHRM 2015
Offer Certification Preparation
Offer SHRM Learning
System to Members
on Your Own
 Offer a SHRM Learning
System study group for
members
• Purchase 1 facilitator
guide and a minimum of
5 participant guides.
• Ensure that a participant
kit is purchased for each
member.
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Partner With Local
Education Partner
 Find a local school in your
area on SHRM’s website
and reach out to form
partnership/connection.
 Promote a classroombased, instructor-led
course to your members.
© SHRM 2015
Additional Resources
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© SHRM 2015
Q&A
Image courtesy of Stuart Miles/FreeDigitalPhotos.net
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© SHRM 2015