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SHRM-CP/SHRM-SCP Certification All-in-One Exam Guide

Name: SHRM-CP/SHRM-SCP Certification All-in-One Exam Guide
ISBN: 9781259583438

by Dory Willer, William H. Truesdell, William D. Kelly

December 2018

Intermediate to advanced

624 pages

21h 48m

English

McGraw-Hill

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Cover
Title Page
Copyright Page
About the Authors
Contents at a Glance
Contents
Acknowledgments
Introduction
Part I The Human Resources Profession
Chapter 1 Human Resource Certification
Professional Human Resources Management CertificationBenefits of CertificationHR Certification OrganizationsThe HR Certification InstituteThe Society for Human Resource ManagementChapter ReviewReferences

Chapter 2 SHRM’s Certification Program
HR Expertise / KnowledgeSHRM’s BoCK Advisory PanelSHRM Certification CommissionThe SHRM Body of Competency and KnowledgeSHRM-CP and SHRM-SCP Exam EligibilityHR-Related DegreesWhich Certification Is Right for You?Application Deadlines and Exam WindowsExam Delivery, Duration, and FormatExam Content OutlineExam Identification and Conduct GuidelinesHow Exams Are ScoredChapter ReviewReferences
Chapter 3 U.S. Laws and Regulations
What You Need to Know Concerning Employee Management1. When You Have One or More Employees1.1. The Clayton Act (1914)1.2. The Consumer Credit Protection Act (1968)1.3. The Copeland “Anti-Kickback” Act (1934)1.4. The Copyright Act (1976)1.5. The Davis-Bacon Act (1931)1.6. The Dodd-Frank Wall Street Reform and Consumer Protection Act (2010)1.7. The Economic Growth and Tax Relief Reconciliation Act (EGTRRA) (2001)1.8. The Electronic Communications Privacy Act (ECPA) (1986)1.9. The Employee Polygraph Protection Act (1988)1.10. The Employee Retirement Income Security Act (ERISA) (1974)1.11. The Equal Pay Act (EPA) (Amendment to the FLSA) (1963)1.12. The FAA Modernization and Reform Act (2012)1.13. The Fair and Accurate Credit Transactions Act (FACT) (2003)1.14. The Fair Credit Reporting Act (FCRA) (1970)1.15. The Fair Labor Standards Act (FLSA) (1938)1.16. The Foreign Corrupt Practices Act (FCPA) (1997)1.17. The Health Information Technology for Economic and Clinical Health Act (HITECH) (2009)1.18. The Health Insurance Portability and Accountability Act (HIPAA) (1996)1.19. The Immigration and Nationality Act (INA) (1952)1.20. The Immigration Reform and Control Act (IRCA) (1986)1.21. The IRS Intermediate Sanctions (2002)1.22. The Labor-Management Relations Act (LMRA) (1947)1.23. The Labor-Management Reporting and Disclosure Act (1959)1.24. The Mine Safety and Health Act (1977)1.25. The National Industrial Recovery Act (1933)1.26. The National Labor Relations Act (NLRA) (1935)1.27. The Needlestick Safety and Prevention Act (2000)1.28. The Norris-LaGuardia Act (1932)1.29. The Occupational Safety and Health Act (OSHA) (1970)1.30. The Omnibus Budget Reconciliation Act (OBRA) (1993)1.31. The Pension Protection Act (PPA) (2006)1.32. The Personal Responsibility and Work Opportunity Reconciliation Act (1996)1.33. The Portal-to-Portal Act (1947)1.34. The Railway Labor Act (1926)1.35. The Rehabilitation Act (1973)1.36. The Retirement Equity Act (REA) (1984)1.37. The Revenue Act (1978)1.38. The Sarbanes-Oxley Act (SOX) (2002)1.39. The Securities and Exchange Act (1934)1.40. The Service Contract Act (SCA) (1965)1.41. The Sherman Anti-Trust Act (1890)1.42. The Small Business Job Protection Act (1996) (SBJPA)1.43. The Social Security Act (1935)1.44. The Tax Reform Act (1986)1.45. The Taxpayer Relief Act (1997)1.46. The Trademark Act (1946)1.47. The Unemployment Compensation Amendments Act (UCA) (1992)1.48. The Uniformed Services Employment and Reemployment Rights Act (USERRA) (1994)1.49. The Vietnam Era Veterans Readjustment Assistance Act (VEVRAA) (1974) [as amended by the Jobs for Veterans Act (JVA) (2008)]1.50. The Wagner-Peyser Act (1933) [as amended by the Workforce Investment Act (WIA) (1998)]1.51. The Walsh-Healey Act (Public Contracts Act) (1936)1.52. The Work Opportunity Tax Credit (WOTC) (1996)1.53 Labor-Management Reporting and Disclosure Act (1959)1.54. Whistleblowing2. When You Have 15 or More Employees2.1. Americans with Disabilities Act (ADA) (1990)2.2. Civil Rights Act (Title VII) (1964)2.3. The Civil Rights Act (1991)2.4. Drug-Free Workplace Act (1988)2.5. The Equal Employment Opportunity Act (EEOA) (1972)2.6. The Genetic Information Nondiscrimination Act (GINA) (2008)2.7. Guidelines on Discrimination Because of Sex (1980)2.8. The Lilly Ledbetter Fair Pay Act (2009)2.9. The Pregnancy Discrimination Act (1978)2.10. Uniform Guidelines on Employee Selection Procedures (1976)3. When You Have 20 or More Employees3.1. The Age Discrimination in Employment Act (ADEA) (1967)3.2. The American Recovery and Reinvestment Act (ARRA) (2009)3.3. The Consolidated Omnibus Budget Reconciliation Act (COBRA) (1986)3.4. The Older Workers Benefit Protection Act (OWBPA) (1990)4. When You Have 50 to 99, 100, or More Employees4.1. Executive Order 11246—Affirmative Action (1965)4.2. The Family and Medical Leave Act (FMLA) (1993)4.3. The Mental Health Parity Act (MHPA) (1996)4.4. The Mental Health Parity and Addiction Equity Act (MHPAEA) (2008)4.5. The National Defense Authorization Act (2008)4.6. The Patient Protection and Affordable Care Act (PPACA) (2010)5. When You Have 100 or More Employees5.1. The Worker Adjustment and Retraining Notification Act (WARN) (1988)6. For Federal Government Employees6.1. The Civil Service Reform Act (1978)6.2. The Congressional Accountability Act (1995)6.3. The False Claims Act (1863)6.4. The Homeland Security Act (2002)6.5. The Privacy Act (1974)6.6. The USA PATRIOT Act (2001)Employment Visas for Foreign NationalsE Nonimmigrant VisasH VisasL-1 Intra-Company TransfereeO-1 Alien of Extraordinary Ability in Arts, Science, Education, Business, AthleticsP Visa CategoriesEB-Employment–Based VisasChapter ReviewQuestionsAnswersReferences
Part II HR Knowledge and Behavior Competencies
Chapter 4 People
Functional Area 1—HR Strategic PlanningKey ConceptsThe Role of StrategyStrategy FormulationDeveloping StrategyImplementing Strategy ProductionEvaluating Strategic PerformanceProviding Leadership and StrategyFunctional Area 2—Talent AcquisitionKey ConceptsOrganizational Staffing RequirementsStrategic StaffingPlanning for Talent Acquisition on a Global BasisEmployment BrandingJob Analysis and Job DocumentationSourcing and RecruitingSelectionOrientation and OnboardingFunctional Area 3—Employee Engagement & RetentionKey ConceptsUnderstanding Employee EngagementDrivers and Role of Organizational Culture in EngagementChallenges to Employee EngagementHR’s Employee Engagement StrategyAssessing Employee EngagementEngaging Employees from Hiring to SeparationPerformance ManagementRetention
Functional Area 4—Learning & Development
Key ConceptsLearning and Development in Today’s OrganizationsAdult LearningTraining and DevelopmentCareer DevelopmentDeveloping LeadersFunctional Area 5—Total RewardsKey ConceptsTotal Rewards and Organizational StrategyCompensation StructureCompensation SystemsBenefits and PerquisitesLegislation Affecting Compensation and BenefitsChapter ReviewQuestionsAnswersReferences
Chapter 5 Organization
Functional Area 6—Structure of the HR FunctionKey ConceptsThe Strategic Role of HRUnderstanding the OrganizationThe HR Organization and FunctionMeasuring and Demonstrating HR ValueHR’s Role in Organizational StrategyFunctional Area 7—Organizational Effectiveness & DevelopmentKey ConceptsOverview of Organizational Effectiveness and Development (OED)Organizational Gap DevelopmentImplementing OED InitiativesMeasuring Organizational Effectiveness and DevelopmentFunctional Area 8—Workforce ManagementKey ConceptsOrganizational Workforce RequirementsWorkforce PlanningThe Staffing PlanEmployee DevelopmentSuccession PlanningKnowledge ManagementFunctional Area 9—Employee and Labor RelationsKey ConceptsThe Employment RelationshipThird-Party Influences on Employee RelationsWhen the Employee Relationship FaltersFunctional Area 10—Technology ManagementKey ConceptsHR and TechnologyHR in the Era of Big DataHR Information SystemsPolicies for Technology Use in the WorkplaceChapter ReviewQuestionsAnswers
References
Chapter 6 Workplace
Functional Area 11—HR in the Global ContextKey ConceptsThe Global ContextDefining the Global OrganizationCreating a Global StrategyBecoming a Multicultural OrganizationManaging Global AssignmentsNavigating the Global Legal EnvironmentFunctional Area 12—Diversity and InclusionKey ConceptsOverview: Key TermsDeveloping a Diversity and Inclusion StrategyHR’s Role in the D&I ProcessFunctional Area 13—Risk ManagementKey ConceptsEstablishing the Context of RiskIdentifying and Analyzing RiskManaging RisksEvaluating Risk ManagementFunctional Area 14—Corporate Social ResponsibilityKey ConceptsThe Ever-Changing and Growing CSRCreating a CSR StrategyPhilanthropy and VolunteerismFunctional Area 15—U.S. Employment Law and RegulationsKey ConceptsHR and the Legislative and Regulatory EnvironmentOrganizational ComplianceU.S. Laws and RegulationsEmployee Records ManagementSHRM-SCPChapter ReviewQuestionsAnswersReferences
Chapter 7 Behavioral Competencies
Leadership ClusterBehavioral Competency 1—Leadership and NavigationKey ConceptsDefinitionProficiency Indicators for All HR ProfessionalsProficiency Indicators for Senior HR ProfessionalsSummaryBehavioral Competency 2—Ethical PracticeKey ConceptsDefinitionProficiency Indicators for All HR ProfessionalsProficiency Indicators for Senior HR ProfessionalsSummaryInterpersonal ClusterBehavioral Competency 3—Relationship ManagementKey ConceptsDefinitionBasic Proficiency IndicatorsProficiency Indicators for Senior HR ProfessionalsSummaryBehavioral Competency 4—CommunicationKey ConceptsDefinitionProficiency Indicators for All HR ProfessionalsProficiency Indicators for Senior HR ProfessionalsSummaryBehavioral Competency 5—Global and Cultural EffectivenessKey ConceptsDefinitionProficiency Indicators for All HR ProfessionalsProficiency Indicators for Senior HR ProfessionalsSummaryBusiness ClusterBehavioral Competency 6—Business AcumenKey ConceptsDefinitionProficiency Indicators for All HR ProfessionalsProficiency Indicators for Senior HR ProfessionalsSummaryBehavioral Competency 7—ConsultationKey ConceptsDefinitionProficiency Indicators for All HR ProfessionalsProficiency Indicators for Senior HR ProfessionalsSummaryBehavioral Competency 8—Critical EvaluationKey ConceptsDefinitionProficiency Indicators for All HR ProfessionalsProficiency Indicators for Senior HR ProfessionalsSummaryChapter ReviewQuestions
Answers
References
Part III Appendixes
Appendix A List of Common HR Acronyms
Appendix B Case Laws by Chapter
Chapter 4: PeopleChapter 5: OrganizationChapter 6: WorkplaceChapter 7: Behavioral Competencies
Appendix C For Additional Study
Appendix D About the Digital Content
System RequirementsYour Total Seminars Training Hub AccountPrivacy NoticeSingle User License Terms and ConditionsTotalTester OnlineTotalTester Online Practice Exam SoftwareTechnical Support
Glossary
Index

Content preview from SHRM-CP/SHRM-SCP Certification All-in-One Exam Guide

Evaluating Retention

Of course, the most obvious means of evaluating a retention program is to monitor the retention rate. That can be done for the organization as a whole or for components like departments, divisions, or service units. Another method for evaluating retention programs is to conduct exit interviews with people who are leaving the payroll. The reasons why they are leaving are really important for survey input. Stay interviews are another source for information. These types of interviews survey key employees and what is causing them to stay with the organization. Analysis of those pieces of intelligence can help identify weaknesses in the employer’s organization that can be fixed to bring positive improvement in retention. In the ...

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