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Functional Area 01 | HR Operations (33%) 8/05-7/06

Functional Area 02 | Recruitment and Selection (22%) 8/06-30/06

Functional Area 03 | Compensation and Benefits (15%) 1/07- 14-07

Functional Area 04 | Human Resource Development and Retention (10%)-15/07-22/07

Functional Area 05 | Employee Relations, Health, and Safety (20%)-23/07-20/08

Week 1- 8/05—14/05

01 Organizational strategy and its connection to mission, vision, values, business goals, and objectives

02 Organizational culture (for example: traditions, unwritten procedures)

03 Legal and regulatory environment

04 Confidentiality and privacy rules that apply to employee records, company data, and individual data

Week 2- 15/05—21/05

05 Business functions (for example: accounting, finance, operations, sales, marketing)

06 HR administration, policies, and procedures (for example: personnel management, progressive discipline)

07 HR Metrics (for example: cost per hire, time to recruit, turnover rate)

08 Tools to compile data (for example: spreadsheets, statistical software)

Week 3- 22/05—28/05

09 Methods to collect data (for example: surveys, interviews, observation)

10 Reporting and presentation techniques (for example: histogram, bar chart)

11 Impact of technology on HR (for example: social media, monitoring software, biometrics)

12 Employee records management (for example: electronic/paper, retention, disposal)

13 Reporting requirements about the workforce (for example: new hires, involuntary/voluntary termination)

14 Purpose and function of Human Resources Information Systems (HRIS)

Week 4 29/05—04/06

15 Job classifications (for example: hourly, salary, full-time, part-time, contractor)

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16 Job descriptions

17 Reporting structure (for example: matrix, flat, organizational charts)

18 Types of external providers of HR services (for example: recruitment firms, benefits brokers, staffing
agencies, consultants)

19 Communication techniques (for example: written, oral, email, intercultural awareness

Week 5 05/06—11/06

Applicable laws and regulations related to recruitment and selection (for example: work authorization, job
requisition, job postings)

02 Applicant databases

Week 6 12/06—18/06

03 Recruitment sources (for example: employee referral, social networking/social media, company website)

04 Recruitment methods (for example: advertising, job fairs, university) 05 Alternative staffing practices (for
example: recruitment process outsourcing, job sharing, remote workers)

Week 7-19/06—25/06

06 Interviewing techniques (for example: structured, non-structured, behavioral, situational, panel) 07 Pre- and
post-offer activities (for example: background checks, medical exams)

Week 08- 26/06—30/06

08 Orientation and onboarding (for example: logistics, introducing culture, facilitating/training

Week 09- 01/07—04/07

1 Applicable laws and regulations related to compensation and benefits, such as monetary and non-monetary
entitlement, wage and hour, and privacy (for example: tax treatment)

02 Pay structures and programs (for example: variable, merit, bonus, incentives, non-cash compensation, pay
scales/grades)

03 Total rewards

Week 10- 05/07—09/07

04 Benefit programs (for example: health care plans, flexible benefits, pension scheme, health and fitness
programs)

05 Payroll terminology (for example: pay schedule, vacation, leave, paid time off [PTO])

06 Data collection for salary and benefits surveys

Week 11 10/07—13/07

07 Insurance claims, filing, or processing requirements (for example: workers’ compensation, disability
benefits)

08 Work-life balance practices (for example: flexibility of hours, telecommuting, sabbatical)

Week 12 14/07—18/07

01 Applicable laws and regulations related to training and development activities (for example: acquiring and
maintaining relevant credentials, qualified providers)

02 Training delivery format (for example: virtual, classroom, on-the-job)

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03 Techniques to evaluate training programs (for example: participant surveys, pre- and post-testing, after action
plan)

Week 13 19/07—25/07

04 Career development practices (for example: succession planning, dual career ladders)

05 Performance appraisal methods (for example: timelines, ranking, rating scales)

06 Performance management practices (for example: setting goals, feedback, mentoring

Week 14 26/07—31/07

1 Applicable laws affecting employment environments, labor relations, and privacy

02 Employee and employer rights and responsibilities (for example: privacy, substance abuse)

Week 15 01/08-06/08

03 Methods and processes for collecting employee feedback (for example: employee attitude surveys, focus
groups, exit interviews)

04 Workplace behavior issues (for example: absenteeism, aggressive behavior, employee conflict, workplace
harassment)

05 Methods for investigating complaints or grievances (for example: employee and employee, employee and
manager, employee and company)

Week 16 07/08—13/08

06 Progressive discipline (for example: verbal or written warnings, escalating corrective actions, termination)

07 Off-boarding or termination activities (for example: exit interviews, hand over process, end of service
benefits, non-compete or non-solicitation)

08 Employee relations programs (for example: recognition, special events, diversity programs)

09 Workforce reduction and restructuring terminology (for example: downsizing, mergers, relocation,
assignments, transfers)

Week 17 14/08—20/08

10 Applicable laws and regulations related to workplace health, safety, security, and privacy (for example:
health and safety training, security compliance)

11 Risk management in the workplace (for example: emergency evacuation procedures, health and safety,
employee violence, emergencies)

12 Security risks in the workplace (for example: data, materials, or equipment theft; equipment damage or
destruction; cyber crimes; password usage
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Knowledge of:

01 Organizational strategy and its connection to mission, vision, values, business goals, and objectives

Organizational strategy is a set of actions and decisions that an organization takes to achieve its long-term goals
and objectives. It is a roadmap that guides an organization towards success by leveraging its resources,
capabilities, and competitive advantages.

A well-defined organizational strategy is connected to the mission, vision, values, business goals, and objectives
of an organization. Let's understand how these elements are interrelated:

Mission: The mission statement defines the purpose of an organization and why it exists. It is the foundation
upon which an organizational strategy is built. The strategy should align with the mission statement to ensure
that the organization is moving in the right direction.

Vision: The vision statement describes the future state that an organization wants to achieve. The organizational
strategy should be designed to realize this vision. The strategy should outline the steps that an organization
needs to take to achieve its vision.

Values: The values of an organization define its culture and the principles that guide its decision-making. The
organizational strategy should reflect these values. The strategy should align with the values of an organization
to ensure that its actions are consistent with its principles.

Business goals: Business goals are specific and measurable objectives that an organization wants to achieve.
The organizational strategy should be designed to achieve these goals. The strategy should outline the actions
and resources needed to achieve the business goals.

Objectives: Objectives are specific and measurable targets that an organization wants to achieve. The
organizational strategy should be designed to achieve these objectives. The strategy should outline the specific
actions and resources needed to achieve the objectives.

In summary, organizational strategy is connected to mission, vision, values, business goals, and objectives in a
meaningful way. The strategy should align with the purpose, values, and culture of an organization while
providing a roadmap to achieve its long-term goals and objectives.

---------Mission-The mission statement of the organization outlines the company’s business, its goals and its
strategy for reaching those goals. It focuses more on where the company is at the present time and the tactical
steps it wants to use to achieve its objectives. The mission statement of a company can be used to shape the
culture of the organization.

When establishing a mission statement for your company, outline what it is your business does, who you
serve and how you serve them. Those are the three most critical elements of a business’ mission statement.

Vision- the vision statement looks to the future of the company. The vision statement provides the direction
in the which the company wants to go. Together with the mission statement, it helps to create the
organizational strategy for the business. When drafting a vision statement for your business, answer questions
about what your hopes and dreams are. What kind of future do you want to see, and how does the company
play a part in making that happen

Applying Mission and Vision Statements to Your Organizational Strategy

The mission and vision statements of a company help direct the organizational strategy. Both provide purpose
and goals, which are necessary elements of a strategy. They outline the audience for the business, and what
that audience finds important. By identifying these elements, the business executives can develop a more
step-by-step strategy that helps the company achieve its mission in the short term, and its vision in the long
term.
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Mission and vision statements help businesses to outline performance standards and metrics based on the
goals they want to achieve. They also provide employees with a specific goal to attain, promoting efficiency
and productivity.

Mission and vision statements aren’t only necessary for employees and business owners when it comes to the
organizational strategy. They also apply to external stakeholders like customers, partners and suppliers. The
mission and vision statements can be used as a public-relations tools to attract media attention, engage
specific audience segments and develop business partnerships with like-minded companies.-----------

02 Organizational culture (for example: traditions, unwritten procedures)

Organizational culture refers to the shared values, beliefs, assumptions, and practices that shape the behavior of
individuals within an organization. It is a set of unwritten rules and expectations that guide how people interact
with each other and how work is done. Some examples of elements that contribute to organizational culture
include:

Traditions: Traditions are practices that have been established over time within an organization. They may
include rituals, ceremonies, or other activities that reinforce the culture of the organization. For example, an
annual company picnic or holiday party may be a tradition that helps to build a sense of community and
camaraderie among employees.

Unwritten procedures: Unwritten procedures refer to the informal rules and norms that govern how work is done
within an organization. They may include things like the way people communicate, the level of formality in
meetings, or the way decisions are made. These procedures can be difficult to identify or articulate, but they
play an important role in shaping the culture of the organization.

Communication style: The way people communicate within an organization is a key element of its culture.
Some organizations may have a very formal communication style, while others may be more informal and
casual. The way people communicate can affect the level of trust, openness, and collaboration within the
organization.

Leadership style: The leadership style of an organization's leaders can have a significant impact on its culture.
Leaders who are transparent, inclusive, and collaborative can help to foster a culture of trust, innovation, and
teamwork. On the other hand, leaders who are autocratic or hierarchical may create a culture that is rigid,
hierarchical, and resistant to change.

Employee behavior: The behavior of employees within an organization is a reflection of its culture. If
employees are respectful, collaborative, and supportive of each other, it is likely that the organization has a
positive culture. If employees are competitive, siloed, or dismissive of others, it may be an indication of a
negative culture.

In summary, organizational culture is a complex set of beliefs, values, and practices that shape the behavior of
individuals within an organization. It includes traditions, unwritten procedures, communication style, leadership
style, and employee behavior, among other elements. Understanding and shaping organizational culture is
important for building a positive work environment, fostering innovation, and achieving business goals.

---------TYPES OF ORGANIZATIONAL CULTURE

Clan Culture: emphasizes collaboration across teams and a horizontal structure.

Adhocracy Culture: allows individuals to share ideas and encourages the company to take risks.

Market Culture: focuses on financial success and how each employee contributes to revenue.

Hierarchy Culture: emphasizes career paths and provides clear managerial processes.
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03 Legal and regulatory environment

The legal and regulatory environment refers to the laws, regulations, and government policies that impact
businesses and organizations. This environment shapes the way businesses operate, interact with customers and
other stakeholders, and manage risks. Some key aspects of the legal and regulatory environment include:

Laws and regulations: Laws and regulations govern many aspects of business operations, such as employment
practices, product safety, environmental impact, intellectual property, and data protection. Compliance with
these laws and regulations is important for avoiding legal penalties and reputational damage.

Government policies: Government policies, such as tax policies, trade agreements, and subsidies, can have a
significant impact on business operations. These policies can create opportunities for growth and expansion, but
they can also create barriers to entry and increase operating costs.

Industry-specific regulations: Some industries are subject to specific regulations and standards, such as
healthcare, finance, and energy. Compliance with these regulations is critical for maintaining the safety and
security of products and services and protecting consumers.

Enforcement agencies: Enforcement agencies, such as the Securities and Exchange Commission (SEC) and the
Environmental Protection Agency (EPA), are responsible for monitoring and enforcing compliance with laws
and regulations. Businesses that fail to comply with these regulations may face fines, legal action, and
reputational damage.

Litigation and liability: Businesses may be subject to lawsuits and liability for a variety of reasons, such as
product defects, workplace accidents, or environmental damage. Understanding and managing legal risks is
important for protecting the organization's financial stability and reputation.

In summary, the legal and regulatory environment plays a critical role in shaping the way businesses operate and
manage risks. Compliance with laws and regulations, adherence to industry-specific standards, and
understanding legal risks are all essential for maintaining a successful and sustainable business.

----------The legal environment includes various laws and regulations enacted, amended or repealed by the
government, policies relating to licensing and approvals, policies related to foreign trade, strategies adopted by
the government to improve the business ecosystem are the examples of legal environments.

Studying the legal environment of a business helps to grow the business properly. For an entrepreneur initially
starting the business, the studying of the legal environment helps him or her to understand various factors like
success or failure, growth or diminishment of the business. It is also important for individuals or any business
organisation to study properly in order to expand the business.

It also helps one to decide the loss or profitability of the business.

A regulated environment is basically any controlled environment. Rules state which conditions must be met by a
company to produce valid results or goods of a guaranteed level of quality.

he regulations set for the working environment may come from several sources, for example the company itself,
government agencies and institutions (like the American FDA) or regulatory bodies and other groups with an
interest in ensuring product standardization. When a company is to produce results or goods for the public
which are going to be generally credible or of guaranteed quality, it should abide by the rules set on such
processes by the given country’s authorities.------------
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04 Confidentiality and privacy rules that apply to employee records, company data, and individual data

Confidentiality and privacy rules are critical for protecting sensitive information and maintaining trust with
employees, customers, and other stakeholders. In general, there are three types of data that organizations need to
protect:

Employee records: Employee records contain personal information such as name, address, social security
number, and employment history. Organizations have a legal and ethical obligation to protect this information
and maintain employee privacy. Laws such as the Health Insurance Portability and Accountability Act (HIPAA)
and the Family and Medical Leave Act (FMLA) set strict requirements for the protection of employee records.

Company data: Company data includes confidential information such as financial records, customer lists, trade
secrets, and intellectual property. Organizations need to take steps to protect this information from unauthorized
access or disclosure. This may include implementing data security measures such as firewalls, encryption, and
access controls.

Individual data: Individual data includes personal information such as medical records, financial information,
and online activity. Organizations that collect and store this information must comply with privacy laws such as
the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA). These laws
set strict requirements for data collection, storage, and use, and require organizations to obtain explicit consent
from individuals before collecting their data.

Some best practices for protecting confidential and private information include:

Implementing strong security measures: Organizations should use encryption, firewalls, and access controls to
protect sensitive data from unauthorized access or disclosure.

Limiting access: Access to sensitive data should be restricted to authorized individuals only. Organizations
should implement strict controls to ensure that only those who need access to the data can view it.

Training employees: Organizations should provide regular training to employees on the importance of data
privacy and security. Employees should be taught how to recognize and respond to potential data breaches.

Conducting regular audits: Organizations should conduct regular audits of their data protection practices to
ensure compliance with legal and regulatory requirements. Audits can identify potential vulnerabilities and help
organizations to improve their data protection practices.

In summary, confidentiality and privacy rules are essential for protecting sensitive information and maintaining
trust with employees, customers, and other stakeholders. Organizations need to take steps to protect employee
records, company data, and individual data from unauthorized access or disclosure. Implementing strong
security measures, limiting access, training employees, and conducting regular audits can all help to improve
data protection practices and maintain compliance with legal and regulatory requirements.

05 Business functions (for example: accounting, finance, operations, sales, marketing)

Business functions are the key areas of an organization that work together to achieve the organization's goals
and objectives. Here are five common business functions:

Accounting and Finance: Accounting and finance are responsible for managing the organization's financial
resources, including budgeting, financial reporting, and managing cash flow. They ensure that the organization's
finances are in order and that it operates within its financial means.

Operations: Operations are responsible for managing the day-to-day activities of the organization, including
production, supply chain management, and logistics. They ensure that the organization's products and services
are produced and delivered efficiently and effectively.

Sales: Sales are responsible for generating revenue for the organization by selling its products or services. They
develop and implement sales strategies to increase revenue and meet the organization's sales goals.
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Marketing: Marketing is responsible for promoting the organization's products or services to potential
customers. They develop marketing campaigns, conduct market research, and analyze consumer behavior to
identify opportunities for growth and development.

Human Resources: Human resources (HR) are responsible for managing the organization's workforce, including
hiring, training, and performance management. They ensure that the organization has the right people in the
right positions to achieve its goals and objectives.

In summary, business functions are the key areas of an organization that work together to achieve the
organization's goals and objectives. These functions include accounting and finance, operations, sales,
marketing, and human resources. Each function has a unique role to play in the organization's success and
requires specialized knowledge and skills.

06 HR administration, policies, and procedures (for example: personnel management, progressive discipline)

Human resources (HR) administration involves managing the people-related functions of an organization,
including recruitment, training, compensation, benefits, and employee relations. Here are some common HR
policies and procedures:

Personnel Management: Personnel management involves managing the entire employee lifecycle, from
recruitment to retirement. It includes functions such as job analysis, job design, recruitment and selection,
onboarding, performance management, and employee development.

Progressive Discipline: Progressive discipline is a process of corrective action that organizations use to address
employee performance or conduct issues. The process typically involves a series of increasingly severe
disciplinary actions, starting with verbal warnings and escalating to written warnings, suspension, and
termination if the issue is not resolved.

Equal Employment Opportunity (EEO) Policies: EEO policies ensure that all employees are treated fairly and
without discrimination based on their race, gender, age, religion, or other protected characteristics. These
policies typically include anti-discrimination and harassment policies, as well as processes for investigating and
resolving complaints.

Employee Benefits: Employee benefits include things like health insurance, retirement plans, and paid time off.
HR is responsible for designing, implementing, and managing these benefits programs to attract and retain
employees.

Workplace Safety and Health: HR is responsible for ensuring that the workplace is safe and healthy for
employees. This includes implementing safety policies and procedures, providing training, and conducting
regular safety inspections.

Employee Relations: Employee relations involves managing the relationship between employees and the
organization. This includes handling employee grievances, resolving conflicts, and maintaining open
communication with employees.

In summary, HR administration involves managing the people-related functions of an organization, including

recruitment, training, compensation, benefits, and employee relations. HR policies and procedures cover a wide
range of topics, including personnel management, progressive discipline, equal employment opportunity,
employee benefits, workplace safety and health, and employee relations. Effective HR policies and procedures
help to ensure that the organization's human resources are managed in a fair and consistent manner, and that the
organization complies with all applicable laws and regulations.

07 HR Metrics (for example: cost per hire, time to recruit, turnover rate)

HR metrics are quantitative measurements used to track the effectiveness and efficiency of an organization's HR
practices. Here are some common HR metrics:
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Cost per Hire: Cost per hire measures the total cost of hiring a new employee, including advertising,
recruitment, and training costs. This metric helps to evaluate the effectiveness of the organization's hiring
process and identify areas for improvement.

Time to Fill: Time to fill measures the amount of time it takes to fill a job opening from the time it is created to
the time the new employee starts. This metric helps to evaluate the efficiency of the recruitment process and
identify any bottlenecks that are causing delays.

Turnover Rate: Turnover rate measures the percentage of employees who leave the organization over a given
period of time. This metric helps to evaluate the effectiveness of the organization's retention strategies and
identify areas for improvement.

Absenteeism Rate: Absenteeism rate measures the percentage of employees who are absent from work for any
reason over a given period of time. This metric helps to evaluate the effectiveness of the organization's
attendance policies and identify any patterns or trends in employee absenteeism.

Employee Engagement: Employee engagement measures the level of employee commitment to the organization,
including their level of satisfaction, motivation, and loyalty. This metric helps to evaluate the effectiveness of
the organization's leadership and management practices, and identify areas for improvement in employee
engagement and retention.

Training and Development ROI: Training and development ROI measures the return on investment (ROI) of the
organization's training and development programs. This metric helps to evaluate the effectiveness of the
organization's training programs and identify areas for improvement.

In summary, HR metrics are quantitative measurements used to track the effectiveness and efficiency of an
organization's HR practices. Common HR metrics include cost per hire, time to fill, turnover rate, absenteeism
rate, employee engagement, and training and development ROI. These metrics help HR professionals to identify
areas for improvement and make data-driven decisions to improve the organization's HR practices.

08 Tools to compile data (for example: spreadsheets, statistical software)

There are several tools available to compile and analyze HR data. Here are some commonly used tools:

Spreadsheets: Spreadsheets, such as Microsoft Excel or Google Sheets, are commonly used to organize and
analyze HR data. Spreadsheets allow HR professionals to input data and create formulas and charts to analyze
and visualize the data.

Statistical Software: Statistical software, such as SPSS or SAS, can be used to perform advanced statistical
analyses on HR data. These programs can be used to analyze employee data, such as turnover rates, employee
satisfaction surveys, and demographic data.

HR Information Systems (HRIS): HRIS software can be used to automate and streamline HR processes,
including data collection and analysis. HRIS software typically includes reporting and analytics capabilities,
allowing HR professionals to quickly and easily compile and analyze HR data.

Online Survey Tools: Online survey tools, such as SurveyMonkey or Qualtrics, can be used to collect employee
feedback and analyze survey results. These tools typically include reporting and analytics capabilities, allowing
HR professionals to identify trends and patterns in employee feedback.

Business Intelligence (BI) Tools: BI tools, such as Tableau or Power BI, can be used to create interactive
dashboards and visualizations that display HR data in real-time. These tools allow HR professionals to quickly
identify trends and patterns in HR data and make data-driven decisions.

In summary, there are several tools available to compile and analyze HR data, including spreadsheets, statistical
software, HRIS, online survey tools, and business intelligence tools. HR professionals can use these tools to
quickly and easily compile and analyze HR data, identify trends and patterns, and make data-driven decisions to
improve HR processes and practices.
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09 Methods to collect data (for example: surveys, interviews, observation)

There are several methods that can be used to collect HR data. Here are some commonly used methods:

Surveys: Surveys are one of the most common methods used to collect HR data. Surveys can be used to collect
data on employee satisfaction, engagement, and feedback on HR policies and procedures. Surveys can be
administered online, through email, or in person.

Interviews: Interviews are another common method used to collect HR data. Interviews can be conducted with
individual employees, managers, or HR staff to collect information on a variety of topics, including employee
performance, training and development needs, and HR processes and procedures.

Focus Groups: Focus groups are a qualitative research method that involves bringing together a small group of
employees to discuss a particular topic or issue. Focus groups can be used to collect detailed feedback on HR
policies and procedures, employee satisfaction, and engagement.

Observation: Observation involves directly observing employees and their behavior in the workplace. This
method can be used to collect data on employee performance, workplace culture, and employee interactions.

HR Information Systems (HRIS): HRIS software can be used to collect data on employee demographics, job
performance, and other HR metrics. Data can be collected automatically through the HRIS or manually input by
HR staff.

Secondary Data: Secondary data involves collecting data that has already been collected and published by other
sources. This can include industry reports, government data, or data collected by other organizations.

In summary, there are several methods that can be used to collect HR data, including surveys, interviews, focus
groups, observation, HRIS, and secondary data. HR professionals can use these methods to collect a variety of
data on employee satisfaction, engagement, performance, and HR policies and procedures, and make data-
driven decisions to improve HR processes and practices.

10 Reporting and presentation techniques (for example: histogram, bar chart)

There are several reporting and presentation techniques that can be used to present HR data in a clear and
informative way. Here are some commonly used techniques:

Bar Charts: Bar charts are a common way to present data in a graphical format. They can be used to display data
on a single variable, such as employee turnover rates or the number of employees in each department.

Line Graphs: Line graphs can be used to display trends in HR data over time, such as changes in employee
satisfaction scores or recruitment metrics.

Histograms: Histograms are used to display the distribution of data. They can be used to display data on a single
variable, such as employee salaries or years of experience.

Pie Charts: Pie charts are used to display the proportion of data within different categories. They can be used to
display data on employee demographics, such as the percentage of employees by age group or gender.

Heat Maps: Heat maps are used to display data in a visual format that highlights patterns and trends. They can
be used to display data on employee satisfaction, engagement, or other HR metrics.

Dashboards: Dashboards are used to display multiple HR metrics and key performance indicators (KPIs) in a
single view. They can be used to track and monitor HR performance in real-time.

In summary, there are several reporting and presentation techniques that can be used to present HR data in a
clear and informative way, including bar charts, line graphs, histograms, pie charts, heat maps, and dashboards.
HR professionals can use these techniques to analyze and present data on a variety of HR metrics, identify
trends and patterns, and make data-driven decisions to improve HR processes and practices.
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11 Impact of technology on HR (for example: social media, monitoring software, biometrics)

Technology has had a significant impact on the field of human resources (HR). Here are some examples of how
technology has affected HR practices:

Social Media: Social media has changed the way that organizations recruit and engage with employees. Social
media platforms such as LinkedIn and Facebook can be used to advertise job openings, screen candidates, and
engage with employees through company pages and groups.

HR Information Systems (HRIS): HRIS software has revolutionized the way that HR data is collected, stored,
and analyzed. HRIS systems can be used to automate HR processes, track employee data, and generate reports
and analytics.

Monitoring Software: Monitoring software can be used to track employee productivity, attendance, and internet
usage. This technology can help organizations identify areas for improvement, monitor compliance with HR
policies, and reduce the risk of data breaches.

Biometrics: Biometric technology, such as fingerprint scanning or facial recognition, can be used to streamline
HR processes, such as time and attendance tracking, and to enhance security.

Artificial Intelligence (AI): AI technology can be used to automate HR tasks, such as resume screening and
scheduling interviews, and to provide personalized training and development programs for employees.

Cloud Computing: Cloud computing has made it easier for HR professionals to access HR data from anywhere,
at any time. This technology can help HR professionals to collaborate with team members, share information,
and manage HR processes more efficiently.

In summary, technology has had a significant impact on HR practices. HR professionals can use technology to
automate processes, track employee data, and analyze HR metrics more efficiently. However, it is important to
balance the benefits of technology with the need to protect employee privacy and ensure compliance with HR
regulatiON

12 Employee records management (for example: electronic/paper, retention, disposal)

Effective employee records management is essential for HR professionals to maintain accurate and secure
employee information. Here are some important considerations for managing employee records:

Electronic vs. Paper Records: HR professionals must decide whether to maintain employee records
electronically or on paper. Electronic records are often easier to manage and secure, but it is important to ensure
that they are backed up regularly and protected against data breaches. Paper records require physical storage
space and must be protected against loss, theft, or damage.

Retention: HR professionals must determine how long employee records should be kept. This can vary based on
legal requirements, organizational policies, and the type of record. For example, some records must be kept for a
minimum of three years, while others may need to be kept indefinitely.

Disposal: HR professionals must dispose of employee records in a secure and confidential manner when they
are no longer needed. This can involve shredding paper records or permanently deleting electronic records.

Access: HR professionals must control access to employee records to ensure that only authorized personnel can
view or modify them. This can involve password protection, encryption, or access controls.

Compliance: HR professionals must comply with legal and regulatory requirements related to employee records
management. This includes the protection of sensitive employee data, such as Social Security numbers, medical
information, and personal contact information.
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Audit Trails: HR professionals must maintain audit trails that document changes to employee records. This can
help to ensure the accuracy and integrity of employee data and can be useful in the event of an audit or
investigation.

In summary, effective employee records management is essential for HR professionals to maintain accurate and
secure employee information. This includes deciding whether to maintain records electronically or on paper,
determining how long to retain records, disposing of records securely, controlling access to records, complying
with legal requirements, and maintaining audit trails.

13 Reporting requirements about the workforce (for example: new hires, involuntary/voluntary termination)

Reporting requirements about the workforce typically involve tracking and reporting on various employee-
related events, such as new hires, terminations, and other changes in employment status. Here are some common
reporting requirements related to the workforce:

New Hires: Many organizations are required to report new hires to state or federal agencies within a certain
timeframe. This information is typically used to track child support payments, unemployment insurance, and
other employment-related benefits.

Voluntary and Involuntary Terminations: Organizations may be required to report both voluntary and
involuntary terminations to state or federal agencies. This information is used to track unemployment insurance
claims, as well as to identify potential issues related to discrimination or retaliation.

Equal Employment Opportunity (EEO) Reporting: Organizations with 100 or more employees may be required
to file an annual EEO-1 report, which includes information on the gender, race, and ethnicity of employees in
various job categories.

Affirmative Action Reporting: Federal contractors and subcontractors may be required to file affirmative action
plans and reports, which include information on the composition of the workforce by race, gender, and other
categories.

Workers' Compensation Reporting: Organizations are typically required to report workers' compensation claims
to state agencies. This information is used to track workplace injuries and illnesses and to ensure that employees
receive appropriate benefits.

Occupational Safety and Health Administration (OSHA) Reporting: Organizations are required to report certain
workplace injuries and illnesses to OSHA within a specific timeframe.

In summary, reporting requirements about the workforce involve tracking and reporting on various employee-
related events, such as new hires, terminations, and changes in employment status. These requirements may vary
depending on the size and nature of the organization and the applicable laws and regulations. HR professionals
must ensure that their organizations are in compliance with all relevant reporting requirements to avoid potential
legal issues or penalties.

14 Purpose and function of Human Resources Information Systems (HRIS)

Human Resources Information Systems (HRIS) are software solutions designed to manage and organize
employee data and HR-related processes. Here are some of the main purposes and functions of HRIS:

Data Management: HRIS is designed to manage employee data efficiently and accurately. This includes
maintaining employee records, tracking employment history, and monitoring employee performance.

Payroll Management: HRIS can be used to manage payroll and benefits administration, including calculating
salaries, bonuses, and benefits, and tracking employee time and attendance.

Recruitment and Applicant Tracking: HRIS can be used to streamline the recruitment process, including
tracking job applicants, posting job openings, and managing the hiring process.
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Performance Management: HRIS can be used to manage employee performance, including tracking goals,
providing feedback, and managing performance appraisals.

Training and Development: HRIS can be used to manage employee training and development, including
tracking employee training records, managing training programs, and scheduling training sessions.

Compliance and Reporting: HRIS can be used to manage compliance and reporting, including tracking
regulatory compliance, generating reports, and monitoring HR metrics.

Self-Service: HRIS can provide employees with self-service capabilities, allowing them to manage their
personal information, request time off, and access HR-related information.

In summary, HRIS is a software solution designed to manage and organize employee data and HR-related
processes. Its key functions include data management, payroll management, recruitment and applicant tracking,
performance management, training and development, compliance and reporting, and self-service capabilities. By
leveraging HRIS, organizations can streamline their HR processes, improve data accuracy and efficiency, and
make more informed decisions about their workforce.

15 Job classifications (for example: hourly, salary, full-time, part-time, contractor)

Job classification refers to the categorization of jobs based on certain criteria, such as the nature of the work, the
level of responsibility, and the type of employment. Here are some common job classifications:

Hourly: Employees who are paid on an hourly basis, typically for non-exempt positions that are subject to
overtime pay regulations.

Salary: Employees who are paid a fixed salary, typically for exempt positions that are not subject to overtime
pay regulations.

Full-time: Employees who work a standard number of hours per week or month, typically 35-40 hours per
week. Full-time employees are often eligible for benefits such as health insurance, paid time off, and retirement
plans.

Part-time: Employees who work fewer hours per week or month than full-time employees, often less than 30
hours per week. Part-time employees may be eligible for some benefits, but their benefits packages are generally
less comprehensive than those of full-time employees.

Contractor: Individuals who work on a contract basis, typically for a set period of time or for a specific project.
Contractors are often responsible for their own taxes, insurance, and other expenses.

Temporary: Employees who are hired for a specific period of time or to complete a specific project. Temporary
employees are often hired through staffing agencies or temporary employment services.

Intern: Individuals who work in a temporary position to gain practical experience in a particular field. Interns
may be paid or unpaid, and their employment may be subject to certain regulations.

Job classification is important because it helps organizations to determine the appropriate compensation,
benefits, and other terms of employment for different types of workers. By understanding the differences
between various job classifications, HR professionals can ensure that their organizations are in compliance with
relevant regulations and that employees are being treated fairly and equitably.

16 Job descriptions

A job description is a written document that outlines the duties, responsibilities, requirements, and qualifications
for a specific job position within an organization. Here are some of the key elements typically included in a job
description:
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Job Title: The title of the position, which should accurately reflect the nature of the job.

Job Summary: A brief overview of the job, including the main purpose, responsibilities, and goals of the
position.

Essential Job Functions: A detailed list of the key duties and responsibilities of the position, including the tasks
that the employee will be expected to perform on a regular basis.

Education and Experience: The minimum education and experience requirements for the position, including any
specific degrees or certifications that are required.

Skills and Abilities: A list of the necessary skills and abilities required to perform the job, including technical,
interpersonal, and communication skills.

Physical Demands: Any physical requirements of the job, such as standing for long periods of time, lifting
heavy objects, or working in certain environmental conditions.

Working Conditions: The working conditions of the job, including hours of work, the work environment, and
any special conditions that may apply.

Salary and Benefits: The salary range and any benefits that come with the position, such as health insurance,
retirement plans, and paid time off.

Job descriptions are important because they help to clarify expectations and set clear guidelines for job
performance. They also serve as a useful tool for recruitment and selection, performance management, and
training and development. By ensuring that job descriptions accurately reflect the nature of the position and the
expectations of the organization, HR professionals can help to ensure that employees are well-informed and
well-prepared to perform their jobs effectively.

17 Reporting structure (for example: matrix, flat, organizational charts)

The reporting structure refers to the formal lines of authority and communication within an organization,
including how work is divided and how decisions are made. Here are some common types of reporting
structures:

Hierarchical or Vertical Structure: This is the most common type of organizational structure, where there is a
clear chain of command and communication flows from the top down. This structure typically has multiple
layers of management, with each layer overseeing a specific area of the organization.

Flat Structure: In a flat structure, there are fewer levels of management and a wider span of control. This allows
for more autonomy and decision-making authority for employees, as there are fewer layers of approval needed.

Matrix Structure: In a matrix structure, employees report to both a functional manager and a project manager.
This allows for greater flexibility and specialization, as employees can work on projects that align with their
specific skills and interests.

Network Structure: In a network structure, the organization is made up of a series of interconnected teams or
units that work together to achieve specific goals. This structure is often used in project-based organizations or
in companies that rely heavily on outsourcing.

Hybrid Structure: Many organizations use a combination of different reporting structures, depending on their
specific needs and goals. For example, a company might have a hierarchical structure for its day-to-day
operations, but also use a matrix structure for specific projects or initiatives.

Organizational charts are often used to visually represent the reporting structure of an organization. These charts
typically show the different departments, teams, and positions within the organization, as well as the lines of
authority and communication between them. By understanding the reporting structure of an organization,
employees can better understand their roles and responsibilities, as well as how their work contributes to the
overall success of the organization.
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18 Types of external providers of HR services (for example: recruitment firms, benefits brokers, staffing
agencies, consultants)

External providers of HR services can offer a range of services and support to organizations. Here are some
common types of external providers of HR services:

Recruitment Firms: These firms specialize in finding and screening job candidates for organizations. They can
help with everything from posting job openings to conducting interviews and making job offers.

Benefits Brokers: These firms help organizations select and manage employee benefits programs, such as health
insurance, retirement plans, and other perks.

Staffing Agencies: These agencies provide temporary or contract workers to organizations. They handle the
recruitment, screening, and management of these workers, allowing organizations to quickly and easily fill
short-term or seasonal positions.

HR Consultants: These consultants offer a range of services to organizations, including strategic planning,
organizational design, employee training and development, and compliance and risk management.

Payroll Service Providers: These providers handle the management of an organization's payroll, including
processing employee payments, managing tax withholdings, and providing tax reporting and compliance
support.

Employee Assistance Program (EAP) Providers: These providers offer counseling and support services to
employees who may be dealing with personal or work-related challenges, such as mental health issues,
substance abuse, or financial problems.

By working with external providers of HR services, organizations can benefit from their expertise and
resources, without having to hire additional staff or build out their own internal HR capabilities. This can be
particularly valuable for smaller organizations or those with limited HR resources.

19 Communication techniques (for example: written, oral, email, intercultural awareness

Effective communication is a critical skill for HR professionals, who must be able to communicate effectively
with employees, managers, and other stakeholders within the organization. Here are some common
communication techniques used in HR:

Written Communication: This includes emails, memos, reports, and other written documents. Effective written
communication requires clear and concise language, attention to detail, and the ability to tailor messages to the
specific audience.

Oral Communication: This includes face-to-face conversations, phone calls, and presentations. Effective oral
communication requires strong interpersonal skills, the ability to listen actively, and the ability to convey
information clearly and persuasively.

Intercultural Awareness: As organizations become increasingly diverse, HR professionals must be able to

communicate effectively with people from different cultures and backgrounds. This requires an understanding
of cultural differences in communication styles, as well as the ability to adapt communication strategies
accordingly.

Active Listening: Active listening involves fully engaging with the person you are communicating with, asking
questions, and clarifying information to ensure mutual understanding. This can help to build trust and rapport,
and to prevent misunderstandings or miscommunications.

Nonverbal Communication: This includes body language, facial expressions, and tone of voice. HR
professionals must be aware of their own nonverbal communication, as well as the nonverbal cues of others, in
order to effectively convey messages and build relationships.
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Technology-Based Communication: With the rise of remote work and virtual teams, HR professionals must also
be proficient in technology-based communication methods, such as video conferencing, instant messaging, and
collaboration tools.

By developing strong communication skills, HR professionals can help to build strong relationships with
employees and other stakeholders, and to effectively convey important information and messages throughout the
organization.

Functional Area 02 | Recruitment and Selection (22%)

Understanding the hiring process including regulatory requirements, sourcing of applicants, formal
interview and selection process, and onboarding of a new hire.

Knowledge of:

01 Applicable laws and regulations related to recruitment and selection (for example: work
authorization, job requisition, job postings)

Recruitment and selection is an important function of HR, and there are

several laws and regulations that govern this process. Here are some of
the most important laws and regulations related to recruitment and
selection:

1. Title VII of the Civil Rights Act of 1964: This law prohibits discrimination on
the basis of race, color, religion, sex, or national origin in all aspects of
employment, including recruitment and selection.
2. Americans with Disabilities Act (ADA): This law prohibits discrimination
against individuals with disabilities in employment, including recruitment
and selection. Employers must provide reasonable accommodations to
qualified individuals with disabilities during the recruitment and selection
process.
3. Age Discrimination in Employment Act (ADEA): This law prohibits
discrimination against individuals who are 40 years of age or older in
employment, including recruitment and selection.
4. Immigration Reform and Control Act (IRCA): This law requires employers
to verify the employment eligibility of all new hires, and to complete and
retain Form I-9 for each employee.
5. Uniform Guidelines on Employee Selection Procedures: These guidelines
provide standards for the use of selection procedures, such as tests and
interviews, in the hiring process. Employers must ensure that their
selection procedures do not have a disparate impact on protected groups.
6. Fair Credit Reporting Act (FCRA): This law regulates the use of consumer
credit reports in employment, including the use of background checks
during the hiring process.
7. Family and Medical Leave Act (FMLA): This law requires covered
employers to provide eligible employees with up to 12 weeks of unpaid
leave for certain family or medical reasons.
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By understanding and complying with these laws and regulations, HR

professionals can ensure that their recruitment and selection processes
are fair, equitable, and legally compliant.

02 Applicant databases

03 Recruitment sources (for example: employee referral, social networking/social media, company
website)

04 Recruitment methods (for example: advertising, job fairs, university)

05 Alternative staffing practices (for example: recruitment process outsourcing, job sharing, remote
workers)

06 Interviewing techniques (for example: structured, non-structured, behavioral, situational, panel)

07 Pre- and post-offer activities (for example: background checks, medical exams)

08 Orientation and onboarding (for example: logistics, introducing culture, facilitating/training)