HR Competencies Defined: Professional Practice | Human Resources Online Course by Udemy

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HR Competencies Defined: Professional Practice

HR Competencies Defined: Professional Practice course focuses on HR Competencies, which are presented as statements, that define the work of a Certified Human Resources Professional (CHRP).The Certified Human Resources Professional (CHRP) designation is a nationally recognized designation positioning those who attain it at the leading edge of the HR profession in Canada. Having a CHRP designation provides advantages as you practice your profession and advance your career” (Human Resources Professionals Association, HRPA).What is the value of this course?The Required Professional Capabilities (RPCs) form the test specifications for the national examination (NKE) and the Comprehensive Knowledge Exam (CKE).The course focuses on defining HR competencies which are the required competencies for the Professional Practice section of NKE/CKE exams. The course enables you to maximize your time while preparing for the exam. Besides the required academic coursework, preparation for NKE/CKE takes 4 to 6 months of full-time study (6 hours/day). The content of this course provides competitive advantage and enables you to accelerate the achievement of your professional goals obtaining a Certified Human Resource Professional (CHRP) designation. The course is based on thorough review of HR Guide, HRwrx and other CKE/NKE related study materials and provides the most valuable knowledge in the most concise manner to ensure your success at the exam. How you should proceed with the course: Do your best to remember the concepts provided throughout the course. Try to recall the concepts after each video lecture. Ask yourself Is this the best I can do?” and do your best to maximize the retention of the content. The CKE/NKE tests competencies, not academic principles. Therefore, even if you were successful in an academic HR program, you should not rely on your text books only. Those that use a variety of study resources will have a higher degree of success. COURSE OUTLINE Lecture – 1Definition of HRMGoals of HRMPhilosophy of HRMTheories underpinning HRMLecture – 2Human Capital TheoryThe resource-based viewContingency theoryHuman Capital managementLecture – 3Strategy & Strategic PlanningStrategic Planning and Operational EffectivenessProactive versus Reactive HRMThe aims of Strategic HRMLecture – 4The characteristics of strategyThe importance of strategic HRMHRM best practices’Best practice’ and ‘best fit’ approachLecture – 5Planning and Implementing HR StrategiesStrategic plan and HRPAligning HRP with the strategic plan5 HR Core competenciesLecture – 6HRM Programs that Link Process to StrategyAspects of linking HR practices to strategyStrategic HRM Final NotesLecture – 7HR strategiesGeneral HR strategiesSpecific HR strategiesLecture – 8The importance of understanding strategyCriteria for an effective HR strategyIssues in developing HR strategiesMetrics and HR accountingThe importance of metrics for HR professionals Lecture – 9How do competencies, metrics and strategy link together?The 5 categories of HRM metricsTwo key issues to be addressed in developing HR strategiesHorizontal fit – factors to considerVertical fit – factors to considerLecture – 10Written HR strategy – areas to coverBarriers to the implementation of Hr strategiesFactors contributing to the gap between HR strategy and its implementationApproaches to HR strategy implementationLecture – 11The Balanced Scorecard (BSC)What is an HR (balanced) scorecard?HR as business acumenPEST analysis Lecture – 12Understanding strategy and finance are key to measuring HR’s impactGeneral Finance and HR accountingOther HR responsibilitiesHRM compliance with legislationHuman Resource Management software (HRMS)LMS, ERP, CRM, SaaSUsing technology to increase HRM valueLecture – 13Advantages & disadvantages of web-based HRMSHuman capital managementThe constituents of human capitalHuman capital theoryHuman capital theory based approach to HRMLecture – 14Human capital measurement approachesCritical success factorsBudgeting types Lecture – 15The HR functionThe activities of the HR functionThe organization of the HR functionHuman Resource Information Systems (HRIS)Evaluating the HR functionLecture – 16Service level agreement, outsourcing, & HR shared service centresOutsourcing HR activitiesReasons for outsourcingRFP – a vital link in outsourcingSelecting and using consultantsHR professional’s goal in negotiationsLecture – 17The roles of HR practitionersHR practitioners as business partnersThe strategic role of HR specialistsLecture – 18HR specialists as change agentsServices delivered by HR specialistsHR professionals as champions of competitivenessProfessional conduct & ethicsHRPA Code of EthicsConflicts in the HR contributionHR key competency areasLecture – 19Required Professional Capabilities (RPC’s) Professional Practice section RPC 3 Contributes to the development of an environment that fosters effective working relationshipsRPC -5 Keep current with emerging HR trends. RPC-8 Provide the information necessary for the organization to effectively manage its people

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