The Human resource certification institute issues professional in human resources and senior professional in human resources exams. These exams can be quite intense and rigorous due to the theoretical knowledge, practical experience and amount of information that candidates must know before taking them. Everything for employee motivation, learning and leadership to Samuel Gompers will be covered on the exam. Very few people would know all the knowledge base covered unless they have prior training in human resources.
For professional working in human resources, SPHR is one of the highest certifications one can receive. A candidate must have at least 2 years of professional HR experience to be able to sit of the exam. Also preferred is a candidate whose main role in the organization they are employed by is that of human resource management.
Moving toward a competency-based HR management approach requires an investment of time and resources to identify competencies, to develop and implement models, and to envision the practical results. This investment focuses on bringing all employees up to the levels of exemplars. However, some competencies may be very difficult to pinpoint and teach such as patience. The long-range solution is to incorporate awareness of such specific competencies into the hiring and selection process.
It may not be necessary or even feasible to identify all of the competencies that contribute to exemplary success in a specific position. This often is the case with unskilled work or work that requires a very low level of skill. Organizations do no wrong by relying on traditional approaches to fill such positions.
To implement competency-based HR management, your organization must address six important dimensions of human resources: planning, recruitment, training, performance management, rewards and development. Before a competency-based approach can be implemented, the ordinary HR basics involved in each of these areas should be in place, such as clear, written up-to-date standards for each position. The conceptual plan for instituting competency-based HR management calls for steering and implementing this initiative as a nine-step project Identify business objectives and the needs of HRs internal organizational customers by interviewing line managers and preparing an operational analysis. Conduct a scan of the environment to mark trends that determine how much benefit an organization might expect from competency-based management. Benchmarking can be particularly useful.
Focus on those sectors that are most of interest to the customer of HR. Match the competency program with the organizations overall business objectives. Get all interested parties to agree on the projects scope, goals and step by step activities. Make the necessary decisions about carrying out the next steps. Write a plan to manage the competency-based initiative on a project basis. Address issues of staffing, target dates, deliverables, goals and so on. Act on the plan, carrying the implementation through to completion. Write a post-implementation evaluation.
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