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To all HR professionals who constantly strive to do better. This book
is dedicated to all the new human resource management
professionals who are entering our field of special skills. We need
new talent. Whether you are in HR for your entire career or on a
rotational assignment, we welcome you and want you to know how
important your role is going to be for your organization.
—The authors
To Steve, Malea, and Siena for your love and encouragement. To my

parents for being lifelong examples of what it means to have the
“heart” of an HR person.
—Christina Nishiyama
I dedicate this book to my first HR boss, the late John Sharkey, who
guided me to the career path of human resources, becoming my
mentor and inspiring me to do well as an HR professional. He has
left a great legacy for the profession.
—Dory Willer
My efforts are dedicated to the HR professionals who will find

excitement and confidence in the process of gaining professional
certification. Congratulations on your achievement.
—Bill Truesdell
I dedicate this book with love to my wife, Cheryl. Through days and
nights, thick and thin, and months that have grown into years, you
are always there—sometimes for support, sometimes for your
knowledge and insights, sometimes to push, and sometimes just to
be together. You are my rock. I love you!
—Bill Kelly
ABOUT THE AUTHORS
Christina Nishiyama has over 15 years of human resource and

organizational development experience, as well as a history of
leadership in project management, finance, and information
technology. Christina received her bachelor’s degree from the
University of California, San Diego and her MBA from San Diego
State University. She also holds her SPHR and SHRM-CP certifications
and is currently pursuing her Ph.D. in learning sciences with a focus
on group dynamics in technology settings. She has served on
SHRM’s National Young Professionals Advisory Board and as Board
Chair of Southern Nevada SHRM Young Professionals. Christina is
also the co-author of the PHR/SPHR Professional in Human
Resources Certification Exam Guide, Second Edition and has
published research in the academic journal Innovations in Education
and Teaching International. Christina currently serves as vice
president at Bienati Consulting Group, where she works with clients
across the nation on human resource and organizational
development projects. She also currently serves as an instructor in
the Human Resource Certificate Program at the University of
Nevada, Las Vegas. Prior to consulting and teaching, Christina
served as director of human resources at MGM Resorts International
where she managed the HR strategic plan and the project
management office as well as ran HR operations at Vdara Hotel and
Spa during her tenure. Prior to her role at MGM, she served as the
director of human resources and finance for The Mob Museum,
overseeing the human resources, finance, information technology,
and volunteer operations.
Dory Willer is a certified executive coach with more than 30 years
of experience as a senior HR executive, keynote speaker, and
strategic planning facilitator. She has broad and diverse experience
working for blue-chip and Fortune 100 companies, leaving her last
corporate position as a vice president of HR to open Beacon Quest
Coaching based in the San Francisco Bay Area. Willer coaches senior
and C-suite executives in leadership enhancement, performance
improvement, and career renewal, helping her clients to thrive in life
and careers. Additionally, she facilitates strategic planning sessions
that stretch paradigms, align behaviors with goals, and hold groups
accountable to produce results. She was among the first graduating
classes from Stanford’s Executive HR Certification Program (Graduate
School of Business 1994). Willer achieved the designation of SPHR
more than 25 years ago. She holds a B.S. degree in behavioral
science from the University of San Francisco and several advanced
certifications in executive coaching.
William H. Truesdell is now retired. For 34 years he was president

of The Management Advantage, Inc., a personnel management
consulting firm. He spent more than 20 years in management with
American Telephone and Telegraph, part of that in HR and
operations. Truesdell is an expert on the subjects of personnel
practices, employee handbooks, equal opportunity, and performance
management programs. He is past president of the Northern
California Employment Round Table and former HR course instructor
at the University of California – Berkeley extension program.
Truesdell holds the SPHR certification, the SHRM-SCP certification,
and a B.S. in business administration from California State University
– Fresno.
William D. Kelly is the owner of Kelly HR, an HR consulting

services firm specializing in providing generalist HR consulting
services and support for small business enterprises. Bill’s experience
includes more than 40 years of professional-level HR responsibilities,
including 22 years at Bechtel in San Francisco and, later, at Brown
and Caldwell Environmental Engineers in Pleasant Hill, California. His
credentials include experience in employee relations, state and
federal legal compliance, staffing and recruitment, equal
employment opportunity and affirmative action, compensation,
benefits, training and development, health and safety, and
government contract management. Bill also has 20 years of
experience in HR consulting that includes providing HR services,
support, and advice to a wide range of Northern California clients.
He has 17 years of experience as an instructor for the University of
California extension program teaching such courses as Management
of Human Resources; Recruiting, Selection, and Placement;
California Employment Law; and Professional HR Certification
Preparation. Bill has taught the Professional PHR/SPHR Certification
Preparation Course for more than 17 years, SHRM’s recently
introduced SHRM-CP and SHRM-SCP Certification Preparation
Course, and the California HR Certification Preparation Course for
8 years for the Society for Human Resource Management (SHRM)
and the Northern California HR Association (NCHRA). He played a
key role in the development of California’s HR certification credential;
he was also the project manager for the team of California HR
professionals who developed SHRM’s first California Learning System
in support of California certification. Bill’s professional leadership also
includes roles on the board of directors and as national vice
president for the SHRM, the board of directors and president for the
HR Certification Institute (HRCI), state director for the California
State Council of SHRM, the board of directors and president for the
NCHRA, and commissioner and chair for the Marin County Personnel
Commission. Bill received his B.S. in political science from Spring Hill
College in Mobile, Alabama, and undertook post-graduate studies in
organizational management at the College of William and Mary in
Williamsburg, Virginia, and the University of Virginia in Richmond,
Virginia. Prior to HR, Bill had a military career, achieving the rank of
major in the United States Army with tours of duty in the United
States, Germany, Thailand, and Vietnam.
About the Technical Editor

Dr. Larry Bienati has over 35 years of senior-level human resources
experience in various organizational settings in the areas of retail,
engineering, medical devices, and healthcare. As a consultant to
management for over 30 years, he represents many well-known
organizations in the public, private, and not-for-profit sectors.
Among his many service offerings, his focus is in the areas of
strategy, succession planning systems, leadership development,
human resources mentoring, all process areas of HR-OD, and
guiding organizations through transformational change efforts. Dr.
Bienati holds a B.S. in industrial relations and personnel
administration and an MBA in management sciences from California
State University. He also holds a Ph.D. in business administration
from Golden Gate University with an emphasis in the area of human
resources management in his doctoral achievements. He has
achieved lifetime certification as a Senior Professional in Human
Resources (SPHR) for his early work in HR and teaching in various
PHR/SPHR certification programs at UC Berkeley. He also is a
Certified Compensation Professional (CCP), has the SHRM-SCP
designation, and is a certified mediator handling complex
employee/labor relations issues. He spent 15 years as core faculty
for accelerated undergraduate and graduate degree programs at
Saint Mary’s College of California. Additionally, he taught many HR,
OD, OB, and strategy courses in the EMBA programs at CSU,
Sacramento and the MS in Engineering Management Program at
CSU, Maritime Academy over the past 15 years. Currently, he is also
an Associate Professor in the MHA and PsyD programs at California
Northstate University.
CONTENTS AT A GLANCE
Part I The Human Resource Profession

Chapter 1 Human Resource Certification
Chapter 2 U.S. Laws and Regulations
Part II aPHR Body of Knowledge Functional Areas

Chapter 3 Talent Acquisition
Chapter 4 Learning and Development
Chapter 5 Compensation and Benefits
Chapter 6 Employee Relations
Chapter 7 Compliance and Risk Management
Chapter 8 Early HR Career–Level Tasks
Part III Appendixes and Glossary

Appendix A List of Common HR Acronyms
Appendix B Case Laws by Chapter
Appendix C For Additional Study
Appendix D About the Online Content
Glossary
Index
CONTENTS
Acknowledgments
Introduction
Part I The Human Resource Profession

Professional Certifications
HR Certification Organizations
The HR Certification Institute (HRCI)
The Society for Human Resource Management
(SHRM)
The International Public Management
Association for Human Resources (IPMA-HR)
Benefits of Certification
The aPHR Exam
The Significance of the HR Body of Knowledge
The Test Development Process
The Exam Experience
The aPHR Registration Process
Preparing for the Exam
Exam Readiness
Chapter Review
Endnotes
When You Have ONE or More Employees
The Clayton Act (1914)
The Consumer Credit Protection Act (1968)
The Copeland “Anti-Kickback” Act (1934)
The Copyright Act (1976)
The Davis-Bacon Act (1931), as Amended in
2002
The Dodd-Frank Wall Street Reform and
Consumer Protection Act (2010)
The Economic Growth and Tax Relief
Reconciliation Act (EGTRRA) (2001)
The Electronic Communications Privacy Act
(ECPA) (1986)
The Employee Polygraph Protection Act (1988)
The Employee Retirement Income Security Act
(ERISA) (1974)
The Equal Pay Act (an Amendment to the FLSA)
(1963)
The FAA Modernization and Reform Act (2012)
The Fair and Accurate Credit Transactions Act
(FACT) (2003)
The Fair Credit Reporting Act (FCRA) (1970), as
Amended in 2011
The Fair Labor Standards Act (FLSA) (1938)
The Foreign Corrupt Practices Act (FCPA)
(1977)
The Health Information Technology for
Economic and Clinical Health (HITECH) Act
(2009)
The Health Insurance Portability and
Accountability Act (HIPAA) (1996)
The Immigration and Nationality Act (INA)
(1952)
The Immigration Reform and Control Act (IRCA)
(1986)
The IRS Intermediate Sanctions (2002)
The Labor-Management Relations Act (LMRA;
Taft-Hartley Act) (1947)
The Labor-Management Reporting and
Disclosure Act (Landrum-Griffin Act) (1959)
The Mine Safety and Health Act (1977)
The National Industrial Recovery Act (1933)
The National Labor Relations Act (NLRA;
Wagner Act) (1935)
The Needlestick Safety and Prevention Act
(2000)
The Norris-LaGuardia Act (NLRA) (1932)
The Occupational Safety and Health Act (OSHA)
(1970)
The Omnibus Budget Reconciliation Act (OBRA)
(1993)
The Pension Protection Act (PPA) (2006)
The Personal Responsibility and Work
Opportunity Reconciliation Act (1996)
The Portal-to-Portal Act (1947)
The Railway Labor Act (1926)
The Rehabilitation Act (1973)
The Retirement Equity Act (REA) (1984)
The Revenue Act (1978)
The Sarbanes-Oxley Act (SOX) (2002)
The Securities and Exchange Act (1934)
The Service Contract Act (1965)
The Sherman Anti-Trust Act (1890)
The Small Business Job Protection Act (1996)
The Social Security Act (1935)
The Tax Reform Act (1986)
The Taxpayer Relief Act (1997)
The Trademark Act (1946)
The Unemployment Compensation
Amendments (UCA) (1992)
The Uniformed Services Employment and
Reemployment Rights Act (USERRA) (1994)
The Vietnam Era Veterans Readjustment
Assistance Act (1974), as Amended by the Jobs
for Veterans Act (2002)
The Wagner-Peyser Act (1933), as Amended by
the Workforce Innovation and Opportunity Act
(2014)
The Walsh-Healey Act (Public Contracts Act)
(1936)
The Work Opportunity Tax Credit (WOTC)
(1996)
Whistleblowing
For FIFTEEN or More Employees
The Americans with Disabilities Act (ADA)
(1990), as Amended by the Americans with
Disabilities Act Amendments Act (ADAAA)
(2008)
The Civil Rights Act (Title VII) (1964)
The Civil Rights Act (1991)
The Drug-Free Workplace Act (1988)
The Equal Employment Opportunity Act (EEOA)
(1972)
The Genetic Information Nondiscrimination Act
(GINA) (2008)
Guidelines on Discrimination Because of Sex
(1980)
The Lilly Ledbetter Fair Pay Act (2009)
The Pregnancy Discrimination Act (1978)
The Uniform Guidelines on Employee Selection
Procedures (1978)
For TWENTY or More Employees
The Age Discrimination in Employment Act
(ADEA) (1967), as Amended
The American Recovery and Reinvestment Act
(ARRA) (2009)
The Consolidated Omnibus Budget
Reconciliation Act (COBRA) (1986)
The Older Workers Benefit Protection Act
(OWBPA) (1990)
For FIFTY or More Employees
Executive Order 11246: Affirmative Action
(1965)
The Family and Medical Leave Act (FMLA)
(1993), Expanded 2008, 2010
The Mental Health Parity Act (MHPA) (1996)
The Mental Health Parity and Addiction Equity
Act (MHPAEA) (2008)
The National Defense Authorization Act (2008),
Expanded in 2010
The Patient Protection and Affordable Care Act
(PPACA) (2010)
Executive Order 13706: Paid Sick Leave for
Federal Contractors (2015)
For ONE HUNDRED or More Employees
The Worker Adjustment and Retraining
Notification (WARN) Act (1988)
For Federal Government Employees
The Civil Service Reform Act (1978)
The Congressional Accountability Act (1995)
The False Claims Act (1863)
The Homeland Security Act (2002)
The Privacy Act (1974)
The USA PATRIOT Act (2001)
Employment Visas for Foreign Nationals
E Nonimmigrant Visas
H Visas
L-1 Intracompany Transferee
O-1 Alien of Extraordinary Ability in Arts,
Science, Education, Business, Athletics
P Visa Categories
EB Employment-Based Visas
Chapter Review
Questions
Answers
Endnotes
Part II aPHR Body of Knowledge Functional Areas

Chapter 3 Talent Acquisition
Knowledge of
Laws and Regulations
Federal Laws
Workforce Planning
Forecasting Staffing Needs
Job Analysis
Job Descriptions and Job Specifications
Alternative Staffing Practices
Phased Retirement
Contractor Payrolling
Employee Leasing and Professional Employer
Organizations (PEOs)
Outsourcing and Managed Service Providers
(MSPs)
Temp-to-Lease Programs
Rehires and Transfers
Talent Sourcing
Internal Recruitment
External Recruitment
Applicant Databases
Records Retention
Résumés vs. Job Applications
Self-Identification
Pre-employment Skill Testing
Interviewing Techniques
Types of Interviews
Interviewing Skills and Techniques
Interviewing Bias
After the Interview
Job Offers
Background Checks
Medical Examinations
Onboarding
Administrative Paperwork
Onboarding for Retention
Return on Investment
Some Ways to Measure Hiring
Chapter Review
Questions
Answers
Endnotes
Chapter 4 Learning and Development
Knowledge of
HR’s Role in Training and Development
Organizational Values
Setting Expectations in Orientation
Instructional Design
Learning Objectives
ADDIE Model
Teacher-Centered Approaches
Learner-Centered Approaches
Chunking
Learning Curves
Training Delivery Format
Classroom
E-Learning
On-the-Job Training (OJT)
Techniques to Evaluate Training Programs
Participant Surveys and Questionnaires
Pre- and Post-Testing
Measuring Behavior: After-Action Review
Return on Investment
Tracking and Reporting
Career Development Practices
Succession Planning
Career Pathing
Dual-Ladder Careers
Career Counseling
Change Management
Popular Theories
Chapter Review
Questions
Answers
Endnotes
Chapter 5 Compensation and Benefits
Knowledge of
The Employee Retirement Income Security Act
(ERISA)
Fair Labor Standards Act (FLSA) (1938), as
Amended
Health Insurance Portability and Accountability
Act (HIPAA)
Social Security Act
The Uniformed Services Employment and
Reemployment Rights Act (USERRA)
Consolidated Omnibus Budget Reconciliation
Act (COBRA)
Family and Medical Leave Act (FMLA)
Patient Protection and Affordable Care Act
(PPACA)
Total Rewards
Secrecy or Transparency?
Job Evaluation
Job Evaluation Methods
Pricing and Pay Rates
Pay Grades and Ranges
Variations in Pay: Red and Green Circle Rates
Base Pay Systems
Single or Flat-Rate System
Time-Based Step Rate Systems
Performance-Based Merit Pay System
Productivity-Based Systems
Straight Piece-Rate System
Differential Piece-Rate System
Person-Based Systems
Knowledge-Based System
Skill-Based System
Competency-Based System
Financial Incentives
Differential Pay
Overtime Pay
Hazard Pay
Shift Pay
Reporting Time Pay
On-Call Pay
Callback Pay
Geographic Differentials
Weekend and Holiday Pay
Team and Group Incentives
Organization-Based Pay
Profit Sharing
Gainsharing
Payroll
Payroll Administration
Payroll Systems
Wage Statements
Employee Benefits
Government-Mandated Benefits
Healthcare Benefits
Health Benefits Eligibility
Health Benefits Enrollment
Healthcare Plan Designs
Prescription Drug Plans
Dental Plans
Vision Care Plans
Healthcare Costs
Common Benefits Provided to Employees
Disability Benefits
Life Insurance
Long-Term Care (LTC) Insurance
Employee Assistance Programs (EAPs)
Retirement Plans
Supplemental Unemployment Benefits (SUBs)
Paid Leaves
Supplemental Benefits
Tuition Reimbursement
Paid Volunteer Time
Workplace Amenities
Employee Recognition Programs
Childcare Services
Elder Care
Commuter Assistance
Prepaid Legal Insurance
Gym Membership
Housing or Relocation Assistance
Travel Stipends
Legal Compliance
Taxable and Nontaxable Benefits
Communication Required by Law
Benefits Communication
Total Rewards Statements
Communicating Through Employee Self-Service
(ESS) Technologies
Chapter Review
Questions
Answers
Endnotes
Chapter 6 Employee Relations
Knowledge of
State Laws
Federal Regulations
Rights and Responsibilities
Employer
Employee
Organizational Strategy
Mission
Vision
Values
Goals and Objectives
Strategic Planning
Organizational Structure
Organizational Communication
Human Resource Information Systems (HRISs)
Human Resource Policies
Employee Handbook
Employee Engagement Programs
Recognition
Work/Life Balance
Alternative Work Arrangements
Special Events
Employee Feedback
Employee Surveys
Processes for Obtaining Feedback
Diversity and Inclusion Programs
Cultural Sensitivity and Acceptance
Social Responsibility
Measuring Diversity
Performance Management
Performance Standards
Performance Appraisal Methods
Shortcomings of Performance Appraisals
Performance Improvement Plan (PIP)
Workplace Behavior
Attendance and Absenteeism
Violation of Code of Conduct
Employee Conflicts
Workplace Harassment
Complaints and Grievances
Methods of Investigation
Progressive Discipline
Identifying Steps of Discipline
Documenting Progressive Discipline
When to Escalate Corrective Action
Termination
Off-Boarding
Payroll Processing: Final Paycheck
Benefit Processing
Documenting Reason for Separation
Chapter Review
Questions
Answers
Endnotes
Chapter 7 Compliance and Risk Management
Knowledge of
Employment-at-Will
Equal Employment Opportunity Commission
(EEOC)
Department of Labor (DOL)
Labor Unions
NLRB Procedures for Recognizing a Union
Collective Bargaining
Contract Negotiation
Establishing Contract Costs
Administering Union Contracts (MoU or CBA)
Unfair Labor Practices
Complaint/Grievance Handling
Mediation and Arbitration (Alternative Dispute
Resolution, or ADR)
Risk Mitigation
Injury and Illness Prevention Plan (IIPP)
Health and Safety Monitoring
Handling Workplace Violence
Handling Emergencies
Business Continuity
Workforce Restructuring
Security Risks
Data Security/Cyber-Crimes
Inventory and Supply Security
Equipment Security
Theft Prevention/Loss Prevention
Preventing Equipment Damage
Securing Passwords
Terrorism
Workers’ Compensation Compliance
Reporting Requirements
Return-to-Work Policies
OSHA Compliance
Workplace Safety Inspections
Accident Reporting
Chapter Review
Questions
Answers
Endnotes
Chapter 8 Early HR Career–Level Tasks
Task #1: Access, Collect, and Provide Information
and Data to Support HR-Related Decisions
Task #2: Comply with All Applicable Laws and
Regulations
Task #3: Coordinate and Communicate with External
Providers of HR Services
Task #4: Maintain Employee Data in HRIS or System
of Record
Task #5: Maintain, File, and Process HR Forms
Task #6: Prepare HR-Related Documents
Task #7: Provide Internal Customer Service by
Answering or Referring HR-Related Questions from
Employees as the First Level of Support
Task #8: Communicate Information about HR Policies
and Procedures
Task #9: Communicate the Organization’s Core
Values, Vision, Mission, Culture, and Ethical Behaviors
Task #10: Identify Risk in the Workplace
Task #11: Minimize Risk by Conducting Audits
Task #12: Document and Update Essential Job
Functions with Support of Managers
Task #13: Post Job Listings
Task #14: Manage Applicant Databases
Task #15: Screen Applicants for Managers to
Interview
Task #16: Answer Questions from Job Applicants
Task #17: Coordinate Interview Logistics
Task #18: Interview Job Candidates
Task #19: Arrange for Tests and Assessments of
Applicants
Task #20: Coordinate the Employment Offer
Task #21: Administer Post-Offer Employment
Activities
Task #22: Communicate Compensation and Benefits
Programs and Systems
Task #23: Coordinate Activities to Support Employee
Benefits Programs
Task #24: Coordinate Payroll-Related Information
Task #25: Process Claims from Employees
Task #26: Resolve Routine Employee Compensation
and Benefits Issues
Task #27: Conduct Orientation and Onboarding for
New Hires, Rehires, and Transfers
Task #28: Coordinate Training Sessions
Task #29: Conduct Employee Training Programs
Task #30: Coordinate the Logistics for Employee
Relations Programs
Task #31: Monitor Completion of Performance
Reviews and Development Plans
Chapter Review
Endnote
Part III Appendixes and Glossary

Appendix A List of Common HR Acronyms
Appendix B Case Laws by Chapter
Chapter 3: Talent Acquisition
Chapter 4: Learning and Development
Chapter 5: Compensation and Benefits
Chapter 6: Employee Relations
Chapter 7: Compliance and Risk Management
Chapter 8: Early HR Career–Level Tasks
Appendix C For Additional Study
Appendix D About the Online Content
System Requirements
Your Total Seminars Training Hub Account
Privacy Notice
Single User License Terms and Conditions
TotalTester Online
Technical Support
Glossary
Index
ACKNOWLEDGMENTS
First, we’d like to thank all the highly skilled staff at McGraw Hill for
their help getting this book to print so quickly. Special thanks goes to
our editor, Wendy Rinaldi, for her endless kindness, support, and
unrivaled expertise. It is always a joy working with you!
Additionally, a special note of acknowledgment comes from Christina
to her coauthors, Dory Willer, Bill Truesdell, and Bill Kelly. You are
truly HR legends. I am so appreciative for the opportunity to work
on the second edition of this book. Dory, Bill, and Bill, the wealth of
knowledge you put into the first edition has been such an incredible
asset to early-career HR professionals everywhere. You have
supported so many people in achieving their career goals from all
walks of life, including me. For that, I will be forever grateful to you.
Finally, to Larry Bienati, better known as Led Poppi and technical
editor extraordinaire. You never cease to amaze me. Thank you for
always supporting me and taking the time to share your valuable
thoughts and insights on every chapter of this book. You have
inspired so many HR professionals in your career, and I am thrilled
for this book to inspire a new generation of HR professionals.
INTRODUCTION
Allow us to be the first to congratulate you on making the decision

to sit for the HR Certification Institute (HRCI) certification exam and
to strive to obtain your Associate Professional in Human Resources
(aPHR) certification! Professional certifications are a mark of
distinction that sets you apart in the profession and speaks volumes
about your commitment to your career. More than 500,000 of your
colleagues around the globe have obtained the HRCI certifications,
including us.
Human resources is most likely part of our DNA makeup; we’ve lived
it and breathed it for many decades. Our purpose is to share with
you some strategies and experience that will assist you when you sit
for the certification exam. It is our intention that this book will
provide the knowledge and concepts you are expected to have
mastered as an aPHR candidate. It is our pleasure to share those
things with you. You also bring your own professional experience to
the process. As you combine your experience with the information
included in this book, you will be better able to answer the
situational-based and competency-based questions about human
resource situations you will find on the exam.
We want you to be successful. It is our belief that the HRCI
professional certifications are important because the certifications
endorse your knowledge and expertise to employers and clients.
Having a professional certification has become increasingly
important. It may be a requirement of your next job assignment or
the promotion you are pining for within your organization. You may
decide that these certifications are necessary qualifications for future
HR professionals that you may hire in your future. In any event, we
wish you the best professional regards and success in passing your
exam and earning the prestigious designation of aPHR.
HRCI Certification vs. SHRM

Certification
Over the past few years, there has been a great deal of buzz from
both the Society of Human Resource Management (SHRM) and the
HRCI regarding the two accredited institutes certifying HR
professionals. Both certifications have their merits and result in a
professional level of recognized achievement in HR. HRCI will
continue to confer its industry-recognized certifications for
professional levels of achievement in the application of knowledge
and competencies expected of HR professionals.
How to Use This Book

This book has been completely updated for the 2022 aPHR exam
release. Each chapter describes the new aPHR Body of Knowledge
(BOK) as it has been divided into functional topic areas of human
resources. Our ordering of the functional areas is as follows:
1. HR certifications
2. U.S. laws and regulations
3. Talent acquisition
4. Learning and development
5. Compensation and benefits
6. Employee relations
7. Compliance and risk management
8. Early human resource career-level tasks
Additionally, within each functional area, we have organized the
presentation of topics to follow this same logic. As you progress
through the material, we hope you will do so with a feeling of
accomplishment associated with mastering the information
presented and thereby increase your drive and motivation to
continue.
The following is a brief overview of the organization of this book and
how we feel this organization will benefit you.
Chapter 1: Human Resource Certification

In Chapter 1, we explain everything you need to know about the
aPHR exam and also discuss the different types of HR certifications
available. Additionally, you’ll find information about the process of
registering for the exams, the actual exam experience, and what the
style and format of questions are on the exams.
Chapter 2: U.S. Laws and Regulations

Chapter 2 provides a list of all the U.S. laws and regulations you will
need to know. We placed this information in a chapter rather than
an appendix to emphasize the importance of reviewing these laws
and regulations prior to diving into the functional areas.
Understanding these laws should make it easier for you to grasp the
reasoning behind the material presented in Chapters 3–7. You will
find some questions on the certification exams that are directly
related to these laws. While it is true that you don’t have to be a
lawyer to function as an HR professional, it is critical that you have a
grasp on the essential requirements of each federal law so you can
guide your internal organization clients toward legal compliance.
Chapter 3: Talent Acquisition

In this chapter, you’ll find information about how to identify
recruiting sources, management of applicant databases, methods of
recruiting, and alternative staffing practices. It also covers
interviewing techniques and post-offer activities (medical exams,
background checks, employee onboarding, and so on).
Chapter 4: Learning and Development

In this chapter, you’ll find information about how to deliver and
evaluate training programs, what career development programs
mean to your organization, and how to manage change in your
organization.
Chapter 5: Compensation and Benefits

Compensation and benefits are topics held dear by every employee.
This chapter includes how to determine base pay, incentives,
differentials, and job evaluation programs. Employee benefits are
always receiving attention in the news. In this chapter, you will find
information about determining which benefit programs might be best
for your organization and how to support them with enrollment and
training efforts.
Chapter 6: Employee Relations

Employee relations includes information about methods for gaining
employee feedback, establishing and implementing expectations for
employee behavior, handling complaints and grievances, and
progressive discipline approaches. If you ever wondered about
employee engagement and diversity programs, you will find what
you need here. This chapter also covers performance evaluation
methods for employees.
Chapter 7: Compliance and Risk Management

Many legal compliance issues are associated with health and safety
programs. As a new HR professional, you will be involved in some or
all of them. Risk management and processing safety reports are
components you will discover are critical to the success of HR
programs.
Chapter 8: Early HR Career–Level Tasks
In this final chapter, you will find a series of 31 HR tasks that will
occupy your time as a new HR professional. While the tasks will not
appear on the aPHR exam, they all derive from the knowledge areas
in preceding chapters. Additionally, you will find special sections in
this chapter, titled “In the Trenches,” that contain valuable insight
and advice about several of the HR tasks from an early-career HR
perspective.
Exam Tips
Sprinkled throughout the book are “Exam Tips” designed to give you
a bit of a head start over those who don’t have the advantage of
seeing them; they point out areas to pay attention to that will help
you on the exam.
Questions and Answers

At the end of Chapters 2 through 7, you will find a set of review
questions and answers to help you test your knowledge and
comprehension. Practice, practice, practice—it will pay off on exam
day.
Appendixes
We have also included four appendixes to supplement the
information you need to know.
Appendix A
Appendix A is a list of acronyms. The HR field is notorious for
abbreviations creating the jargon in HR language, and these
abbreviations have flowed into the everyday business language of
employers, employees, and the public at large. It is likely you will
see questions on the exams that include and reference these
acronyms, so be sure to familiarize yourself with this list.
Appendix B
In Appendix B, we have listed all the associated legal cases you
should know and review prior to sitting for the exams. The cases are
organized by functional area and include a brief synopsis of what
each case addressed. A URL is provided so that you can review each
case in more detail, and we recommend that you spend time
reviewing these cases.
Appendix C
Here are additional reading materials you will find helpful if you
choose to extend your study.
Appendix D
This appendix includes directions on how to access the 250 practice
exam questions that are available online in the TotalTester
customizable test engine. You can test yourself in both Practice and
Exam modes, and narrow your preparation by domain or chapter.
Glossary
A glossary of terms has been created for your ease of reference.
Using the glossary will help you review the key terms covered in this
book and for the HR profession in general.
Index
In the very back of the book is an index that will guide you to the
appropriate pages where a term is mentioned or discussed.
The Examination
The aPHR exam is not a simple true/false or memory-recall exam.
You will be sitting for a 2-hour and 15-minute, 100-question
multiple-choice (plus 25 pretest questions) exam that will test your
knowledge of the HR profession. The knowledge-based questions
will require you to know your facts. These questions test your
knowledge of different HR laws. Sometimes you will be asked to
identify an example chart or graph, so pay attention to the figures
included in the chapters.
EXAM TIP It usually takes roughly a year (or more) for the HRCI
exam to reflect new laws, executive orders, and regulations. Don’t
be fooled, though. You may still see questions related to changes
that have been recently introduced by the U.S. president or
Congress. It is your responsibility to follow these updates and
master the new requirements.
Preparing Is the Key

Preparing for any type of certification exam is not about memorizing
information. The aPHR exam requires that new HR professionals are
capable of understanding the laws and concepts in which HR
management is based.
EXAM TIP You may have already invested in an education for your
career; investing in serious study time and preparation will pay off so
that you can pass your exam.
For those with more limited experience or the minimal experience

qualifications, we suggest you begin preparation and study 6 months
prior to your exam date. For those with significantly more experience
and time on the job as an HR professional, 3 months should be your
yardstick. If you decide not to study the material outlined in this
book, your chances of passing the aPHR exam will likely be low,
even if you have been in an HR exempt position for a few months or
years. We aren’t saying that it can’t be done, but your chances of
passing the exam are much better if you study the information in
this book and the accompanying practice exam questions to prepare
for the time when you will sit in that room with only a computer
screen. Guessing strategies are not foolproof and not a good
substitute for solid study habits in preparation for an exam. The best
preparation strategy is one that is focused on committed preparation
with study time spent in a productive manner.
NOTE If you are interested in working through even more practice

exam questions as you prepare for the exam, we recommend aPHR
Associate Professional in Human Resources Certification Practice
Exam, Second Edition.
Final Thoughts
In the past few years, we’ve battled a worldwide pandemic, and HR
professionals have been the “glue” holding organizations together.
There have been new federal and state laws, executive orders, and
EEOC guidance. How these changes affect your organization and HR
long-term is yet to be seen. Your responsibility as an HR professional
is to monitor what is happening and guide your employer through
the changing compliance requirements as laid out by the U.S.
president or Congress. There will also be many related policy choices
to be made. If you have a labor-management attorney, getting
updates from that person would be helpful.
This book has been designed not only to assist you, the HRCI exam
candidate, in studying for the aPHR exam, but also to serve as a
reliable reference book to be placed on the shelf in your office.
There is a lot for a human resource professional to remember. It is
our hope that this book becomes a convenient resource that guides
you when something pops up for which you need a refresher. At a
minimum, we hope it gives you direction in your effort to improve
your HR circumstance.
Finally, thank you for selecting this book. We sincerely hope your
aPHR exam goes well and wish you the absolute best on exam day!
PART I
The Human Resource

Profession

CHAPTER 1
Human Resource Certification
As you begin a career in human resources (HR), the skills and

abilities you will use to produce your desired results as an HR
professional require a mastery of sorts. Mastery of any profession
will involve a continuous career-long commitment to learning, and
that is a foundational truth within the HR profession. HR has been,
and continues to be, an evolving component of an organization
because its basic focus is on people. The constant changes and
outside influences on an organization’s workforce increase the
demands on HR professionals. HR professionals today must master
the art of staying two steps ahead while having one foot firmly
planted in the present.
Professional Certifications
Certifications demonstrate to your employer and colleagues that you
are educated in your profession and committed to a higher standard.
When you achieve your first HR credential, it signals your mastery of
core knowledge in human resources, raising the confidence of an
employer and your peers in your knowledge and abilities. Because
the HR profession is constantly evolving, it is important for HR
professionals to regularly update their HR competencies and
knowledge. Achieving certification and recertification is a good
method to do this.
A professional certification should not be confused with a certificate
program. Professional certifications are based on work experience
and education, along with recertification requirements. Certificate
programs do not require work experience or an educational
component, and they do not require recertification. Professional
certifications address a critical need in the global marketplace
because employers expect more today from their internal experts,
and the HR profession must be ready to meet those expectations.
HR Certification Organizations
As of 2021, three certifying organizations offer HR professionals the
opportunity to become professionally certified: the HR Certification
Institute (HRCI), the Society for Human Resource Management
(SHRM), and the International Public Management Association for
Human Resources (IPMA-HR). As of this writing, only HRCI offers a
certification for entry-level career HR professionals with the
Associate Professional in Human Resources® (aPHR) exam. All three
organizations’ certifications test knowledge required of HR
professionals, as well as the application of that knowledge.
The HR Certification Institute (HRCI)

The HR Certification Institute (www.hrci.org) was established in
1976 as an internationally recognized certifying organization for the
human resource profession. Its mission is to develop and deliver the
highest-quality certification programs that validate mastery in the
field of human resource management and contribute to the
continued improvement of individual and organizational
performance. Nearly 140,000 HR professionals in more than 100
countries are certified. Until 2015, HRCI was the only certifying
organization for the HR profession.
HRCI exists to enhance the professionalism of the HR profession
with its various certification processes. HRCI certifications
demonstrate relevance, competence, experience, credibility, and
dedication to human resources. The institute is designated a 501(c)
(3)1 nonprofit organization by the Internal Revenue Service (IRS).
The Society of Human Resource Management is a 501(c)(6)2
organization. HRCI was accredited by the National Commission for
Certifying Agencies (NCCA) in 2008.
HRCI’s Body of Knowledge (BoK) is a complete set of knowledge and
responsibilities statements required to successfully understand and
perform generalist HR-related duties associated with each of HRCI’s
credentials, which are Associate Professional in Human Resources®
(aPHR), Professional in Human Resources® (PHR), Senior
Professional in Human Resources® (SPHR), Global Professional in
Human Resources® (GPHR), Professional in Human Resources –
California® (PHRca), Associate Professional in Human Resources™ –
International (aPHRi), Professional in Human Resources –
International™ (PHRi), and Senior Professional in Human Resources
– International™ (SPHRi). The BoK is periodically updated, typically
every 5 to 7 years, to ensure it is consistent with and reflects current
practices in the HR field. Our book PHR/SPHR Professional in Human
Resources Certification All-in-One Exam Guide, Second Edition3
provides in-depth preparation for the PHR and SPHR exams.
aPHR
HRCI’s Associate Professional in Human Resources is the first-ever
HR certification designed for professionals who are just beginning
their HR career journey. It certifies that a person has the knowledge
of foundational human resources.
Eligibility Requirements To sit for the aPHR exam, no prior

education or experience is required since the aPHR credential is a
knowledge-based credential.
PHR
The Professional in Human Resources (PHR) certification
demonstrates mastery of the operational aspects of HR practices and
U.S. laws and regulations at the professional level. The PHR is
appropriate for HR professionals who focus on program
implementation with a tactical orientation, who report to another HR
professional within the organization, and have responsibilities that
focus on the HR department rather than the whole organization.
Eligibility Requirements To sit for the PHR exam, you must have
one of the following:
• A minimum of 1 year of experience in a professional-level

HR position and a master’s degree or higher
• A minimum of 2 years of experience in a professional-level
HR position and a bachelor’s degree
HR position with less than a high-school diploma or equivalent
SPHR
The Senior Professional in Human Resources certification
demonstrates that a person has mastered the strategic and policy-
making aspects of HR management as practiced in the United
States. The credential is designed for the HR professional who plans
rather than implements HR policy, focuses on the “big picture,” has
ultimate accountability in the HR department, has breadth and depth
of knowledge in all HR disciplines, understands the business beyond
the HR function, and influences the overall organization.
Eligibility Requirements To sit for the SPHR exam, you must

have one of the following:

GPHR
The Global Professional in Human Resources is a global,
competency-based credential that is designed to validate the skills
and knowledge of an HR professional who operates in a global
marketplace. The credential demonstrates a mastery of cross-border
HR responsibilities that include strategies of globalization,
development of HR policies and initiatives that support
organizational global growth and employer retention, and creation of
organizational programs, processes, and tools that achieve
worldwide business goals.
Eligibility Requirements To sit for the GPHR exam, you must

• A minimum of 2 years of experience in a global

professional-level HR position and a master’s degree or higher
HR position (at least 2 in global HR) and a bachelor’s degree
HR position (at least 2 in global HR) with less than a high-
school diploma or equivalent
Global HR experience is defined as having direct, cross-border HR

responsibilities for two or more countries or regions.
PHRca
The Professional in Human Resources – California demonstrates
mastery of the laws, regulations, and HR management practices
specific to the state of California. The PHRca is for HR or business
professionals who are responsible for human resources in California.
You do not have to be located in California to earn a PHRca.
Eligibility Requirements To sit for the PHRca exam, you must

aPHRi
The Associate Professional in Human Resources – International is a
global, competency-based credential that is designed to validate
foundational HR knowledge and skills. The credential is best suited
for entry-level HR or business professionals located outside of the
United States.
Eligibility Requirements To sit for the aPHRi exam, no prior

education or experience is required since the aPHRi credential is a
knowledge-based credential.
PHRi
The Professional in Human Resources – International is a global,
competency-based credential that is designed to validate
professional-level HR knowledge and skills. The credential
demonstrates a mastery of generally accepted technical and
operational HR principles. Through demonstrated knowledge, the
credential enhances the credibility of HR professionals outside of the
United States and the organizations they serve.
Eligibility Requirements To sit for the PHRi exam, you must have
one of the following:

HR position and a master’s degree or global equivalent
HR position and a bachelor’s degree or global equivalent
Another random document with
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woman’s wig on, and a little rouge, and was dressed in the latest
fashion with a great hoop—for he meant to represent a lady, not a
peasant woman—anybody would have taken him for a pretty young
lady. The hoop and the sack and all the fallals a lady would wear
were of real service to him, as he could wear his uniform under
them, and so, if he should be found out and arrested, he would be
entitled to be treated as a prisoner of war. If he had been caught in
the French lines without his uniform he would have been strung up in
short order as a spy, according to the articles of war. I kept my
uniform on too, but that was a simple matter, as I was only disguised
by another suit of man’s clothing put on over it.
“My lord had something else under his hoop besides his uniform—a
good rapier, with a Toledo blade; and his lace neck-handkerchief was
fastened with a jewelled dagger that was more than a toy. He was to
be Madame Geoffroy in search of her husband, who was supposed
to be in the garrison, and I was to be a great, stupid, faithful Alsatian
servant, and my name was to be Jacques; and my name is Peter, sir.
I had no arms, only a great stick; but there was a knob in that stick,
and when I pulled out that knob I had a sword.
“We used to practise of a night in the tent. My lord had merriment in
him then, and officers always like a lark; and it would have made you
laugh, Mr. Washington, to have seen my lord, all dressed up as a
woman, pretending to cry, and holding his handkerchief to his face
while he rehearsed the story he was making up to the two young
officers. It was a yarn all about the supposed Madame Geoffroy’s
travels in search of her husband, and her delight when she heard he
was one of the officers of the Bouchain garrison; and, of course, she
would be told by somebody that there was no such officer in the
garrison, and then she was to give a screech and fall over, and I was
to catch her and beg her to control herself. Oh, it was as good as
play-acting! Often, when I have thought of that adventure, and have
remembered how my lord looked then and how he looks now—so
serious and grave, and as if he never played a prank in his life—I
could hardly persuade myself it was the same man. Well, Mr.
Washington, after we had got it all straight, one dark August night we
ran the sentries—that is, we slipped past them in the dark. They
thought we were deserters, although why anybody should desert
from our camp, where we had both victuals and drink in plenty, to go
to Bouchain, where they had neither, nobody could make out.
However, we heard the shots cracking behind us as we managed to
pick our way through the morass, and truly, sir, I think we were in
more danger of our lives while crossing that morass in the dark
between the English and French lines than at any other time. It was
terrible work, but we managed to get to a solid piece of ground,
covered with underbrush, where our outfit was concealed. Luckily we
had to conceal our clothes, for we were covered with black mud, and
we had a time scraping it off our hands and faces. At last, though,
after half an hour’s hard work there in the swamp, we were dressed.
We then had to steal about a mile off, through the undergrowth, to
the right of the French lines. This would have been easy enough for
us except for my lord’s toggery, but the little rents and stains we got
upon us gave the more color to the story we had to tell of a long
day’s travel and many mishaps on the way.
“After a while, sir, we got out on the open highway, and then we took
breath and made for the French sentries. I tied a white handkerchief
on to my long stick, and we marched along until we got to the first
outpost; and when the sentry levelled his piece and asked us ‘Who
goes there?’ my lord advanced and said, in a woman’s voice, ‘A
distressed lady.’ The night was dark, but the sentry could see it was
a lady, and then my lord said, ‘I am Madame Geoffrey, the wife of a
French officer, and I desire you to bring the officer of the guard to me
at once.’ That sounded straight enough, so the soldier took a little
whistle from his belt and whistled, and pretty quickly a smart young
lieutenant stepped up.
“The supposed Madame Geoffrey had then sunk upon the ground,
pretending to be almost fainting with fatigue, and after this, Mr.
Washington, I will make bold to call my lord Madame Geoffroy during
the whole of this adventure; for nobody thought he was anything but
a woman, and sometimes I had to rub my eyes and ask if I wasn’t
really named Jacques, and Madame Geoffroy and her big hoop and
her lost husband weren’t real.
“The Frenchmen are monstrous polite, as you know, sir, and when
the lieutenant saw a lady sighing and moaning on the ground he took
off his hat and bowed low, and asked what he could do for her.
“‘Let me see the commandant of the garrison for only one moment!’
cried Madame Geoffroy, clasping her hands. ‘My husband—my poor,
brave husband! Oh, sir, have some pity on a distracted woman, who
has travelled nearly seven hundred leagues in search of her
husband.’
“‘Was your husband an officer in Marshal Villars’s army, madame,’
asked the lieutenant, bowing again.
“‘He was—and is, I hope,’ said madame. ‘He was one of the King’s
Musketeers, but was taken prisoner at Oudenarde, and on being
exchanged he joined Montbrasin’s regiment because it was on the
frontier; and since that day, a year ago, I have been unable to find
any trace of him. I have strong hopes he is living, for I have no proof
that he is dead; and knowing that Colonel Montbrasin is the
commandant of the garrison of Bouchain, I have made my way here,
with incredible difficulty, even through the English lines.’ Now this
was really a very clever speech, for the King’s Musketeers was a
crack regiment, being the Grand Monarque’s own body-guard, and
no man was admitted into it unless he was of the best blood of
France. So the lieutenant thought Madame Geoffroy was a great
lady.
“‘Madame,’ said he, ‘it is not in my power to promise you an interview
with the commandant, but I will conduct you with pleasure to my
superior officer, who commands the main entrance to the town.’
“At that madame jumped up so sprightly and started to walk so fast
that I was afraid the lieutenant would suspect her. But that is just like
the French, Mr. Washington. One minute they are in the dolly dumps,
so that you would think they could not live, and the next they are
capering about, and laughing and singing as if they never had the
dolly dumps in their lives. Off we set for the main gate. We walked
along the intrenchments, and I kept my eyes open, and in spite of
the half-darkness I saw a good many things that they would rather
we hadn’t seen. Their works were in a bad way, and our siege-guns
had done their duty.
“Arrived at the gate-house the young lieutenant asked for the officer
in command—Captain Saussier. So Captain Saussier came out, and
madame went through all her story again. The captain ogled her, and
it was all I could do to keep my countenance when I saw that the
captain and the lieutenant were trying to cut one another out. They
made no bones at all of taking her to see the commandant,
particularly as she said she did not wish to stay, except until daylight
the next morning, for in a besieged town they don’t want any non-
combatants to eat up the provender. But although they were willing
enough for her to go in, they refused to let me. She made no
objection to this, which surprised me; but in a moment she fell into
one of those fits we had rehearsed for the commandant’s benefit,
when he should tell her, as we knew he would, that he had never
seen or heard of her husband. I came forward then with smelling-
salts, and presently she revived. That scared the officers a little, for
the bravest officer in the world would rather be out of the way when a
woman begins to cry and kick and scream. As soon as they led her
towards the gate she had another fit, and as good a fit as I ever saw
in my life, sir. Then I came running, of course, with the smelling-salts.
The captain evidently did not want her on his hands entirely as long
as she was in that condition, so he said perhaps—ahem!—it might
be better to take her servant along.
“‘Oh, my good, faithful Jacques!’ cried she. ‘It would be a great
comfort if I could have him with me in this trying time!’ So they
passed me in the gates along with her.
“She never stopped chattering for a moment while she was walking
through the streets with the captain, telling a long rigmarole about
her travels; but she used her eyes as well as I used mine. The town
was horribly knocked to pieces—houses falling down, the streets
encumbered with rubbish, and several breaches made in the walls.
They had managed to repair the breaches after a fashion, for the
French understand fortifications better than we do; but there was no
doubt, from what we saw in that walk at nine o’clock at night, that the
town and fortifications had suffered terribly. And there were no
women or children to be seen, which showed that they had sent
them all away, for some will remain in a besieged town as long as
there is anything to feed them on.
“When we reached the citadel we noticed there were not near
enough cannon to defend it; so we knew that they had been forced
to take the guns to place on the ramparts. At last, after going through
many long passages and winding stairs, we were ushered into the
commandant’s presence. He was a tall, soldierly looking man, and
he received madame very politely. The captain told the story of her
tremendous efforts to get there and her trouble, madame all the time
sighing and weeping. But here came in a frightful thing, sir. There
had been a Captain Geoffroy, an officer in Marshal Villars’s army,
and I felt myself turning pale when the commandant offered to let
madame remain in the town twenty-four hours until he could find out
something about this Geoffroy. But madame’s wit saved her.
“‘Pray,’ said she, clasping her hands, ‘what was this M. Geoffroy
like?’
“‘Tall,’ said the commandant, ‘with a swarthy skin and black hair.’
“‘Ah,’ cried she, muffling her face in her handkerchief, ‘it could not
have been my husband. He was short, and had light hair, and had
lost a part of his right ear in a duel; it disfigured him very much.’
“‘Then, madame,’ answered the commandant, ‘I can give you no
further information, for that is the only Geoffroy in the army of whom I
know anything, and from your description he cannot be your
husband. I will make inquiries among my officers, but I can give you
but little hope.’
“Madame sighed and groaned some more, and then said she would
be ready to depart at daylight in the morning, to begin her search
over again. The commandant offered her a room in the citadel,
warning her that it would be necessary for her to get out before
daybreak, as the English began their cannonade as soon as it was
light enough to see the French lines. Madame agreed tearfully to
this, and the commandant offered her some supper, smiling when he
told her it was not exactly the kind of fare he was used to offering
ladies. But she declined—we had not the heart to eat up anything
from those poor devils. So she was shown to a room, and I lay down
at the door and pretended to sleep; but you may depend upon it, sir,
that neither one of us slept a wink. Towards daylight the captain of
the guard came to waken us, and told us it was time to leave. The
commandant was up to bid madame adieu, as they call it in the
French lingo; and after thanking him for his politeness madame was
escorted to the gate, I following her, and thence as far as the picket-
line. And here, after the officer had left us, for the first time we
aroused suspicion. We were walking pretty fast, and something in
the supposed lady’s gait made the sentry suspect us. There was
another soldier, not a sentry, with him, and this fellow called after us
to stop. We were near the entrance to the bog then, and we knew
the way across it, particularly as there was now daylight enough to
see, so the only notice we took of him was to walk a little faster. The
soldier followed us clear into the underbrush, when my lord—for so I
will call him now—deliberately dropped his hoop and petticoat,
revealing a pair of legs that evidently belonged to the British army,
and a rapier, while from the waist up he wore a woman’s sack, and
had a hood on his head. The apparition dazed the soldier for a
moment, when my lord made at him with the rapier, and he turned
and ran, giving the alarm, however. We took to our heels and gained
the causeway, when the French fired a regular fusillade after us,
although not a shot struck; and our own people, seeing us running
towards them, thought we were escaped prisoners, and we got
within our own lines without trouble. My lord had some valuable
information to give the duke, and the adventure got out in the army
and made a hero of him. The French kept monstrous quiet about it;
you see, sir, we had taken the commandant himself in. My lord
repaid his politeness, though, by sending him a box of wine, which
we knew he needed for his sick; but the commandant was the most
chagrined man in the French army. They made a sortie soon after
that, but it did them no good, and within a week they surrendered.
The duke granted them all the honors of war, and the garrison
marched out with drums beating and colors flying. They had made a
gallant defence, and had not surrendered until they were starving.
That was the end of my serving with the great Duke of Marlborough,
for that was his last campaign. And soon after my lord left the army.
And I’ll be leaving his service by the toe of his boot if I don’t go to
him now; so good-night, sir, and excuse me if I have kept you out of
bed too long.”
With this Lance disappeared.
In a few minutes George was in bed, and for the first time a sudden
shock of homesickness came to him. His mother would not come to
him that night and kiss his forehead, as she always did. It almost
drove away the story of the siege of Bouchain; but in a little while he
had lapsed into a sleep, in which dreams came of Bouchain, and the
earl dressed up as Madame Geoffroy, and his mother sitting by the
fire smiling, and Betty playing on the harpsichord, and then deep
oblivion and the soundest of sleep.
CHAPTER VI
The two days’ journey that followed were very much like the first day
—an early start, two hours’ rest in the middle of the day, and the
night spent at a road-side tavern. On the third day they left
civilization behind them, and their midday rest was spent in the
woods. They were then upon a lower spur of the Blue Ridge
Mountains. The road for the first two days had been fairly good, but
on the third day the four roans had all they could do to haul the
heavy coach up and down the rough highway. They stood to their
work gallantly, though, and Lord Fairfax remarked that the coach
could go twenty miles farther up the mountain, where he had a
hunting-lodge—a sort of outpost for Greenway Court, and where the
coach was stored. Glorious weather had followed them. The air was
keener and colder than in the low country, and Lance produced a
huge furred mantle, in which he wrapped Lord Fairfax, who sat and
read unconcernedly while the coach rolled and jerked and bumped
along. George was glad to make half his day’s travel on horseback,
and the exercise, as a warmer-up, was so much better than the
earl’s fur mantle that he felt sometimes like suggesting a gallop to
Lord Fairfax. But he had the wit to keep his suggestions to himself,
knowing that older men can do their own thinking much better than it
can be done for them by fifteen-year-old boys. George had enjoyed
every moment of the trip so far. His attacks of homesickness were
few, and he got over them by the philosophical reflection that he
would have been cruelly disappointed if his mother had not allowed
him to come. He began a letter to his mother, writing a little every
day, so that if he had a chance to visit the low country it would be all
ready to send at a moment’s notice. He was very happy. He had in
prospect a new and delightful experience in travel and association.
When that was over he had the cheerful hospitality and honest
gayety of his Christmas at Mount Vernon to look forward to with his
brother and his sister-in-law, whom he dearly loved, and dear little
Betty; and after that a return home, where he fitted naturally and
easily into the position of his mother’s best helper and counsellor.
The singular attraction between the man of the world and the
unsophisticated young provincial gentleman grew each day. George
had never before met any one who had Lord Fairfax’s store of
experience, as a soldier, a courtier, a man of affairs, and a member
of a great literary circle. Nothing was lost on the boy, and the earl
was charmed and interested to find that a chance word dropped here
and there would remain in George’s memory, who would recall it at a
suitable time to ask some intelligent question about it. Lord Fairfax
sometimes smiled at himself when he realized how much of his time
and thought and conversation were spent upon this boy, but he also
realized that an intelligent and receptive young mind is in itself one of
the most interesting things in the world, and when combined with the
noble personality and high breeding of Madam Washington’s son it
was irresistible. For the first day or two he always spoke to George
as “Mr. Washington,” and neither one could tell the exact occasion
when he dropped it for the more familiar “George.” But it was done,
and it put them upon a footing of affection at once. George continued
to say “my lord,” as that was the proper mode of address, but little by
little he revealed his heart to his new friend, and Lord Fairfax read
him as an open book. This was not at first, however, for George
modestly conceived himself to be a person of no consequence
whatever, and was much more eager to hear the earl speak of his
adventures than to tell all the ideas and protests and ambitions he
cherished himself.
On the evening of the fourth day they came to a log structure at the
foot of the mountains, where the coach was to be left. It was in a
cleared space on an open plateau, and above them towered the
great peaks of the Blue Ridge, which they must cross on horseback.
The night was bright and beautiful, a great vivid moon sailing
majestically in the heavens. There was in the clearing one large
cabin, with two beds in it and a large press, besides a table and
some chairs. In a smaller cabin two or three men lived the year
round, while built on to that was a substantial coach-house, where
the great chariot was stored, except when the earl went upon his
lowland journeys in state. When the cavalcade stopped in the
clearing Lord Fairfax alighted and walked into the large cabin,
followed by George. A fire roared upon the broad, rude hearth, and
in ten minutes Lance had unlocked the press, had taken from it
some bedlinen and blankets, and had made up the beds and laid the
table. Supper had been prepared in advance, and, as Lance was an
excellent cook, it was not to be despised—in particular a great
saddle of venison, which had been hanging up for a week in
anticipation of the earl’s arrival. George could hardly have told what
part of the day’s journey he always enjoyed most, but these suppers,
with the earl’s entertaining conversation, and his own healthy young
appetite, and the delicious sense of well-being when he drew up to
the fire afterwards, to listen and ask questions, were perfectly
delightful to him.
When they were seated at the table and about half through supper,
Lord Fairfax asked, smiling:
“How do you like the uncivilized wilderness, George?”
“But this is not the uncivilized wilderness yet,” answered George,
smiling too. “We have a table and chairs, and knives and forks and
plates, and beds and blankets, and silver candlesticks.”
“Still, it is the wilderness, and from now on we must depend upon
ourselves for company. The true meaning of the wilderness is,
absence from the haunts of men. We shall be entirely alone at
Greenway, except for a few negroes and Indians. You will probably
not see a white face, except mine and Lance’s, until you leave me.”
“It will be quite enough, sir,” replied George. “I would rather be with a
few people that I like than with a great crowd that I don’t like.”
“I felt the same in my youth. Afterwards there were circumstances in
my life which inclined me to solitude. I came to Virginia in search of
it, and I found it; and I also found peace. Once a year I go to the low
country—to Belvoir, my cousin William Fairfax’s; to your brother’s at
Mount Vernon; sometimes to see Colonel Byrd at Westover: but I
always return to my own fastness gladly. I feel more cheerful now
than at any time since we started. My old friends—my books—are
waiting for me in my library; I can only take a dozen with me when I
go away. My doves and pigeons, my dogs and horses, will all be the
happier for my return home. My servants will be glad to have me
back—poor souls, they have but a dull time of it all the year round;
and I myself, having lived this life so long, find that it suits me. I shall
have your company for several weeks; then I shall want you again
next year.”
“Next year, sir, I shall be sixteen, and perhaps I shall not be my own
master. I may be in his majesty’s service. But if I can come to you
again, you may be sure I will.”
When supper was over the earl drew his chair up to the fire, and, still
wrapped in his fur mantle—for the bitter wind blew through the
cracks and crannies of the cabin—sat in a reverie with his deep eyes
fixed on the blaze. George had meant that night to ask him
something about the siege of Bouchain, but he saw that the earl was
deep in thought, and so said nothing. He began to wonder what his
mother and Betty were doing at that time. It was after supper at Ferry
Farm, too. His mother was knitting by the table in the parlor, with two
candles burning, and Betty was practising at the harpsichord. In his
mother’s bedroom—“the chamber,” as it was called in Virginia—a fire
was burning, and around the hearth were gathered the household
servants picking the seed from the cotton which, when warmed by
the fire, came out easily. This they did while waiting until they were
dismissed at nine o’clock. What was Billy doing? and Rattler? While
thinking these thoughts George dropped asleep, and slept soundly
until Lance waked him raking down the ashes and preparing for the
night.
Next morning George wakened early, as he supposed, seeing how
dark it was; but the sound of the rain upon the roof proved that it was
not so early, after all. He glanced through one of the two small
windows of the cabin and saw the water coming down in torrents. A
regular mountain storm was upon them. George sighed as he
realized this. It meant weather-bound for several days, as the roads
across the mountains would be likely to be impassable after such a
storm. And so it proved. For four days there was only an occasional
let up in the downpour. Luckily, no snow fell. And Lord Fairfax
observed his young guest narrowly in these days of being cooped up
in a cabin, and found him less impatient than might have been
expected. George, seeing the elaborate preparations that Lance
always made for the earl’s comfort, imagined that he would ill
support the inconveniences of their enforced delay; but it proved
exactly the contrary. Lord Fairfax was not only patient but gay under
such annoyances as a leak in the roof and their rations being
reduced to corn-bread and smoked venison.
“It reminds me of our old days in the Low Countries,” he said to
Lance the fourth night they spent at the cabin.
“Yes, my lord; but, saving your honor’s presence, we would have
thought this a palace in those days. I don’t think I ever was dry all
over, and warm all over, and had as much as I could eat from the
time I went to the Low Countries until after we had taken Bouchain,
sir.”
“Lance has told me about that adventure, sir,” said George, slyly,
hoping to hear something more from Lord Fairfax about it.
“Pshaw!” cried the earl, smiling, “Lance is in his dotage, and can talk
of nothing but what happened thirty or forty years ago. Our
expedition was a mere prank. I found out nothing, and risked not
only my life but this poor fellow’s without warrant.”
“The duke, sir,” said Lance, very respectfully, “was of another mind.
And, sir, I have never thought of Madame Geoffroy, and her fits and
her fainting and her furbelows, these thirty-five years without
laughing.”
At which George went off into such convulsions of laughter that Lord
Fairfax knew Lance had told him the whole story.
After four days of stormy weather it became clear and cold. They
were only twenty miles from Greenway Court, but the earl sent a
man ahead to find out if the streams were fordable, and whether it
were yet worth while to start. The man came back the next day about
sunset, saying it would be possible for them to get to Greenway
Court the next day.
Although George had stood the confinement in the cabin stoically, he
was delighted to be on the move again, and both he and the earl
relished their last supper there the more for knowing it would be the
last. All the arrangements were made for an early start on horseback
next morning, and at nine o’clock Lord Fairfax and George were
about turning in when they heard a timid knock at the door.
Lance, with a candle in his hand, opened the door, and at first saw
nothing at all; but as his eyes became accustomed to the darkness
he saw a negro boy and a dog.
Lance was so surprised that he did not at first speak, but the boy
piped up very promptly: “Is Marse George Washington here, suh?”
George, on hearing his name called in that voice, jumped from his
chair as if he had been shot, and the next moment was standing face
to face with Billy, while Rattler sprang at him with wild barks of
delight. Billy’s greeting was brief and to the point.
“Heah I is, Marse George, wid Rattler.”
“‘IS MARSE GEORGE WASHINGTON HERE, SUH?’”
“Where on earth did you come from?” asked George, breathlessly,
dragging the boy into the cabin. As the light of the fire and the
candles fell upon him he looked as if he might have come three
hundred miles instead of less than a hundred and fifty, he was so
thin, so hollow-eyed, and gaunt. His shoes were quite gone except
the uppers, and he was in rags and tatters; yet nothing could dim the
joy shining in his beady black eyes, while his mouth came open as if
it were on hinges. Lord Fairfax, turning in his chair, was struck by the
look of rapturous delight on poor Billy’s face. The boy, still grinning,
answered:
“F’um Fredericksburg, I tooken de horse mos’ ter de ferry, and den I
tu’n him loose, kase he had sense ’nough fer ter git ter de boat by
hisse’f. So arter I seen him mos’ up ter de boat, me an’ Rattler, we all
lights out arter de kerriage fo’ Black Sam an’ Gumbo have time fer
ter hunt fer me, an’ we foller de track clean f’um Fredericksburg ter
dis heah place.” Billy told this as if it were the commonest thing in the
world for a boy and a dog to follow a coach more than a hundred
miles from home. George was so astonished he could only stare at
Billy and gasp out:
“How did you manage to keep the track?”
“Dunno, suh,” replied Billy, calmly. “Rattler, he know de way better ’n
me. When de rains come an’ I los’ de wheel tracks, I say ter dat ar’
dog, ‘Lookee heah, dog, we is follerin’ Marse George’—he know dat
jes as well as a human; an’ I say, ‘You got ter fin’ dat trail an’ dem
tracks,’ an’ dat dog he know what I was talkin’ ’bout, an’ he wag he
tail, an’ den he lay he nose to de groun’, an’ heah we is.”
The earl had laid down his book and was listening intently to Billy’s
story. “And what did you live on—what did you have to eat on the
way—let me see—nearly eight days?”
“We didn’t have nuttin much,” Billy admitted. “De mornin’ we lef’
home I tooken a big hoe-cake an’ put it in my sh’ut when warn’
nobody lookin’. De fus’ day I eat some, an’ gin some ter de dog.
Arter dat I foun’ chinquapins an’ ches’nuts an’ some tu’nips ’long de
road-side, an’ I could eat dem, but de dog couldn’, so I kep’ dat hoe-
cake fur Rattler, an’ give him de las’ piece yistiddy.”
“Billy,” asked George, with tears in his eyes, “were you very hungry?”
For the first time a distressed look came into the boy’s face. He was
at his journey’s end, he was with Marse George, he had nothing
more on earth to wish for; but the recollection of the hunger of those
eight days—the cold, the weariness, the agonies of terror that
sometimes attacked him overcame him.
“Yes, suh, I was hongry,” he said, with a sob, “dat’s Gord’s truf; an’ ef
it hadn’ been fur dis heah dog you neber would ha’ seed Billy no mo’.
But dat dog, he go ’long snuffin’, an’ he were hongry too, I speck,
dough he had some hoe-cake ’twell yistiddy; an’ if de dog coul’ hol’
out, dis nigger could.”
“I’ll never, never forget it, Billy, as long as I live,” said George, half
crying.
Then Lord Fairfax spoke. “But how did you escape from being
stopped on the road for a runaway?”
“Dunno, suh,” responded Billy, using his favorite formula. “We didn’
meet many white folks on de road, an’ when we see ’em comin’ we
hide in de bushes. I ain’ never spoke ter a human sence we lef’
Fredericksburg. In de daytime we hide somewh’yar by de road an’
sleep, an’ we trabbel mos’ all night. ’Twas de full o’ de moon, an’ I
see dem tracks jes same as ’twas in daytime. Den, arter I los’ ’em,
dis heah dog, he jes keep de road hisse’f—an’ here I is.”
“Lance,” cried George, suddenly, “please get something to eat for
him—anything—everything you have!”
Billy’s eyes glistened as, in a moment, Lance whipped out of the
press some cold meat and bread, and he attacked it ravenously.
Meanwhile, George fed the dog, which was evidently the least
starved of the two. When Billy had eaten up everything that could be
produced for him, he quietly curled himself up near the fire, and in
half a minute he was sleeping the sleep of the just.
“What are you going to do with him?” asked Lord Fairfax of George.
“Keep him with me if you will allow me, sir.”
“But what will your mother say? He seems to be a strong boy—his
journey proves that—and he no doubt has his work at Ferry Farm.”
George smiled at the recollection of Billy’s “work.”
“I don’t think, my lord, that Billy is of the slightest use at Ferry Farm
unless I am there. My mother, who believes in everybody’s being
industrious, has done her best to make him work. So have his father
and mother, Uncle Jasper and Aunt Sukey. But except for waiting on
me, and taking care of my horse, Billy will absolutely do nothing. He
is not surly about it—he is always grinning and laughing and singing
—but—I can’t explain it exactly—he will work his fingers to the bone
for me, but he won’t work for anybody else.”
“I should not think Billy a very useful member of society,” remarked
Lord Fairfax.
George said not a word, but he did not like aspersions of any kind on
Billy. Seeing this, Lord Fairfax said, in his usual kind tone:
“If it gives you pleasure, you must, of course, keep him with you—
and indeed there is nothing else to be done that I can see; and as
you say he is no good to your mother when you are not at home,
perhaps he is better off here. He seems a faithful little soul, and I am
not surprised that you are touched at his devotion.”
George’s face assumed an entirely different expression, but he
merely said, “Thank you, sir,” and in a few minutes after, throwing a
bear-robe over Billy, George went to bed himself, with Rattler curled
up by him.
Next morning they took the road soon after sunrise. Billy, who had
enough of walking for some time to come, was mounted on one of
the pack-horses. Two saddle-horses had been brought down from
Greenway for the earl and his young guest, and together they led the
procession along the rough mountain road. The scenery was wildly
beautiful. Occasionally they wound along mighty precipices, where
the horses could scarcely pick their way. Again they forded mountain
streams that could only be breasted by the most tremendous
exertions. They made their way through a great cleft in the
mountains about midday, and began to descend towards the valleys.
The distance was but twenty miles, yet so difficult was the road that
it was late in the short autumn afternoon before Lord Fairfax,
pointing to a collection of roofs that lay directly below them in a
sheltered part of the valley, said to George, “There is Greenway
Court.”
By sunset they were riding up the rough road that led to the house.
It was a large, low building, with stables and offices projecting on
each side. The foundation was of stone, rudely but strongly
cemented. Half-way up the story and a half which constituted the
building the stone ceased, and logs, neatly and even artistically
mortised together, were carried to the roof. The effect was not
unpleasing, especially as many of the original forest trees had been
left, and the building blended well with its surroundings. Broad and
shallow stone steps led up to the main entrance, and two great oak
doors studded with nails gave entrance to it. George noticed that all
of the windows were provided with stout iron-bound shutters, with
holes for musketry in them. The door was also pierced for defence,
and a very slight examination showed that, if well garrisoned, the
building could be converted into a tolerably strong block-house. The
earl, as if reading the thoughts in George’s mind, remarked:
“We have to be provided here for attacks from the Indians, incited by
the French. The French have determined to extend their
encroachments eastward and southward by a chain of forts, and I
make no doubt that they contemplate a line that will extend from
Canada to Louisiana. They use the Indians as secret though
powerful allies, and by encouraging them to harry and murder the
whites in this wild part of the colony of Virginia, they think that it will
be abandoned, and that they can advance their outposts this far.
Greenway Court has withstood one siege, and can withstand
another. There is a spring directly under the house, and, having
some knowledge of mechanics, I have concealed the source, which
is at a distance from the house, and we get the spring-water by
merely going down into the cellar. Then I keep constantly on hand, in
this same cellar, stores of provisions and ammunition, so we are well
able to defend ourselves, even against burning—for the Indians have
found out the use of the torch against white men’s dwellings.
However, I hope we shall have no bouts with them while you are with
us.”
George said nothing, but he would have been more or less than a
boy if he had not longed in his heart for a bout with the savages, of
which he had heard much but seen little.
CHAPTER VII
Inside, Greenway Court was not devoid of comfort, and even of
luxury. The main hall was open to the roof, and, like all the rooms in
the house, the rafters were left bare, and the walls rough cast in a
sort of brown plaster not unpleasing to the eye. In every room there
was a huge fireplace with great iron fire-dogs. In some of the guest-
chambers were the vast curtained beds of the period, but in Lord
Fairfax’s own room was a small iron bedstead that he had used in
his campaigns when a young man. His library communicated with his
bedroom, and was by far the most luxurious room in the whole
quaint building. It was lined with books from the door to the low
ceiling—George had never seen so many books in all his life before.
There were also a few portraits and one or two busts. Over the
mantel two swords were crossed—one a cavalry sword, and the
other a delicate rapier such as officers in the foot regiments used at
that day. George’s eyes fell upon them as soon as he and the earl
entered the room.
“The sword was the one I had the honor to use in my campaigns
under Marlborough, and the rapier”—here Lord Fairfax smiled a little
—“I had concealed about me when I entered Bouchain in disguise.”
After supper was over Lance showed George into a room with one of
the gigantic four-posters in it. The floor was covered with bear-skins,
and Billy was instructed to roll himself up in them for a bed, which he
did with much satisfaction, with Rattler on top of him, as soon as
George was in bed, which was not long in being accomplished.
Next morning George was up and around early, looking about the
place. He had never seen the mountains before, and was deeply
impressed by their grandeur, but in his heart he preferred blue water.
The scenery was even more striking in the blaze of the morning light
than he had supposed. On every side, beyond the valley, giant
peaks rose into the blue air, covered with vegetation to the very top.
He understood then the profusion of bear-skins in the house, and
thought what fine sport might be had in tracking big game through
the deep gorges and dark forests of the region. Lance came up to
him as he stood on the broad stone steps drinking in the wild beauty
of the scene, and inhaling the keen, sharp air, so unlike the softness
of the lowland atmosphere.
“There is great sport hereabouts, Lance,” cried George.
“Yes, sir; bears and Injuns, mostly—and rattlesnakes in season. Did
you ever eat bear meat, Mr. Washington?”
“No,” answered George; “but I have been told it is fine.”
“I’ve got some, sir, for supper to-night. The bears have been feeding
on persimmons and chinquapins and walnuts, and that always
makes the meat of a good flavor.”
“And how about the Indians?” asked George, smiling.
“Injuns and rattlesnakes have their seasons together,” answered
Lance, with a grim smile in reply. “They and their French friends
generally keep pretty close this time of year. I don’t know which I
would rather receive—the French and Injuns coming as friends or
enemies. Sometimes half a dozen of ’em turn up, usually in the
summer—the French always pretending to be traders or something
of that sort—and they bring two or three Injun bucks with them, to
carry their luggage, they say; but whoever saw an Injun carrying
anything but a firelock—if he can get one? They always profess to
belong to a peaceable tribe; but that’s all in my eye, sir. They hang
about for a day or two, asking for fresh meat or vegetables, and
making out that they don’t know how to get across the mountains,
and all the time the French are drawing maps in their note-books and
the Injuns making maps in their heads; for, Mr. Washington, your
Injun is full of horse-sense about some things. He can’t look ahead,
or plan, or wait—all the Injuns in North America couldn’t have taken
Bouchain—but for killing people, quick and sure, I don’t know of any
soldiers quite so good as Injuns. The French, sir, have a regular plan
in all their expeditions here. The last party that turned up got me to
talking about the way we had repulsed the redskins—for we have

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