Monday, 29 January 2018

Guest Article: Which HR Certification is Better? An Analysis of the SHRM-CP and PHR by Ben

Last week I received an interesting question that echoed what I’ve seen from dozens of people around the new year:

I came across this discussion while trying to formulate an argument supporting the value and credibility of the SHRM-CP credential.

I have years years of HR experience and about five years ago, I started looking at HRCI and the PHR certification. Eventually, I hit the experience AND degree requirements to take the PHR, but decided to go with the certification offered by SHRM, thinking that a credential offered directly by the society would hold equal if not more weight.

My immediate supervisor is PHR credentialed. When I announced that I had earned my SHRM-CP credential, the response was underwhelming and I was left with the impression that they are not convinced that it is on par with the PHR credential.

We are in the process of updating a Professional Development policy for our company and I’d really like to be able to present an argument for recognizing the SHRM-CP as equivalent to the PHR. I’ve done a bit of looking online, but have yet to see anything that clearly compares the two credentials.

Over the last few years, the piece I wrote about the PHR vs the SHRM-CP certifications has been seen hundreds of thousands of times. I’ve had dozens of comments and questions from people, and over time my thoughts have changed a bit and have become more clear. Plus, some of the actions of the certifying bodies themselves are changing how I view the world. First, let’s address the question at hand. 

phr shrm-cp hr certificationWhat Do the SHRM-CP and PHR Certifications Cover?

The PHR exam is offered by HRCI and covers some key areas of practice for today’s HR leaders:

  • Business Management and Strategy (11% of exam content)
  • Workforce Planning and Employment (24%)
  • Human Resource Development (18%)
  • Compensation and Benefits (19%)
  • Employee and Labor Relations (20%)
  • Risk Management (8%)

It’s important to look at the weight of each content area, because that’s what HRCI judges are the most applicable areas for early career HR pros. Workforce planning and employment focuses heavily on recruiting and managing workers and the legal aspects surrounding those decisions. The second heaviest area is on employee and labor relations. Despite unions only being present in 10% of U.S. workplaces, this has a heavy weight because it’s something that HR must run point on in the event that collective bargaining is required.

It’s very easy to see in each area what kinds of content you would expect. In HR Development, you’ll find content on training and employee growth. In Risk Management, you’ll find information on safety and security. It’s really straightforward.

Alternatively, the SHRM-CP exam is broken into different types of competencies.

  • Leadership: Leadership and navigation, ethical practice
  • Interpersonal: Relationship management, communication, and global/cultural effectiveness
  • Business: Business acumen, consultation, critical evaluation

Within each of these areas we could touch on a variety of HR facets. Instead of being broken out by functional area, as HR roles often are at larger companies, SHRM looks at the HR profession through the lens of a handful of key qualities that each person should have in order to advance and succeed in the profession.

It’s not as clear at first glance how the competencies actually shake out, though. Let’s take the navigation competency for a moment. The SHRM-CP would test someone’s ability to understand formal and informal work roles leader goals, and relationships between employees. The SHRM-SCP, on the other hand, would look at these same relationships through the lens of an executive, understanding that higher-level insight and interaction. This is just one competency, but it shows how they can vary from the CP to the Senior CP exams.

Which HR Certification is Better?

When SHRM created the certifications, they didn’t necessarily “map” them to the two options already on the table intentionally, but when they created their Pathway tool to help currently certified individuals transfer their certification to SHRM for free, SHRM very much made it clear that they saw the PHR as equivalent to SHRM-CP and the SPHR equivalent to SHRM-SCP in the nature and quality of the certification. 

That said, after talking with students taking both exams, talking with instructors for both exams, and looking at the test prep tools we provide and the students using them to take ALL FOUR exam types (if we don’t include the aPHR, which people often use our courses for), I have started to create a sort of divide in my mind.

  • If you want to prove your knowledge and mastery of HR-related business law, an understanding of the general concepts and theories underlying HR, and you work in HR at an organization with under 250 people, the PHR is going to be very helpful to you. This is because we are counted on in these roles (especially at smaller companies) to know the legal aspects and the SHRM exam does not cover them fully.
  • If you want to use the SHRM career resources, learn some intangible aspects of HR like leadership, consulting behaviors, and navigating your career, and you work at a larger or mature organization, then the SHRM-CP may be a better bet. That’s because the larger the company, the larger the HR team, and you might not need to be a specialist on HR laws and compliance to excel and move forward.

This is obviously my opinion, but when I look at the content each exam covers and how I have used it in my career (plus the dozens of interviews with HR leaders since the HRCI/SHRM split a few years back), this is the best way I can define the difference in the two exams.

That said, the recertification process also ties in to this discussion somewhat. It’s an area I will touch on very soon because just yesterday I heard more than a dozen angry HR leaders talking about how upset they were about one of the provider’s methods of awarding credits. There’s a hidden battle going on over your recertification credits and you might not even know it’s happening!

These are mine, but what are your thoughts? Is either certification more valuable than the other? What has been your experience? 


Article source:Ben - Which HR Certification is Better? An Analysis of the SHRM-CP and PHR»

Check out more of Ben Uebanks' work at Upstart HR

Friday, 26 January 2018

Guest Article: Meetings Are Excuses To Fail by Jay Kuhns, SPHR

I've attended a lot of meetings in my life. Actually, I've attended several life times worth. As a human resources leader, work is filled with "important" meetings and "critical" meetings and "high impact" meetings and just about every other cliche label for a meeting that you can think of.

And they're all lies.

Meetings Are Excuses to Avoid Work
Almost every meeting I've ever been to has been a complete waste of time.

Let me say that again...almost, every meeting I've ever been to has been a complete waste of time.

Harsh? Out of touch? Sour grapes?
Not at all. I'm not angry. I just don't want to waste so many hours of my life listening to drivel that should be shared in an email. Most meetings are "updates" or "report outs." 

Why in the world are we paying everyone to walk to a conference room, sit and chit chat, listen while every one takes turns giving updates, and then more chit chat, and finally a long walk to another conference room to do it all over again?

What in the world has happened to the modern world of work that we have convinced ourselves that report outs = work? Seriously?

It's All New to Me
I didn't always feel this way. I used to average between 25-30 meetings every week of the year. I thought I was "super busy" and "going hard" each day. What I was actually doing was wasting 20 or so hours each week doing nothing.

Nothing.

NOTHING.

It comes as no surprise to me now as I help organizations take their performance to unimagined levels of success, that the meeting trap always gets in the way. The leaders constantly have to "run to a meeting" that adds zero value to their revenue, expense management, or furthering their culture.



How About You
When was the last time you completely eliminated a long-standing meeting that no longer added value? When was the last time you ensured only one member of your team attended meetings (versus the "key" people who really "should be there"?) When was the last time you said no to a request to attend a meeting? 

Or, is it simply safer to go to meetings and use your busy schedule as an excuse to be a failure?

It's 2018...we're better than that.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Meetings Are Excuses To Fail»

Check out more of Jay Kuhns' work at No Excuses HR

Tuesday, 23 January 2018

Guest Article: It’s About The Heart – Why You Should Never Counter Offer by Melissa Fairman

We spend a lot of time talking about retaining our best people. Too many times though, we wait until our star gives us their resignation notice and then we try the worst tactic possible – the counter offer.  Some managers scurry about trying to figure out how to get the employee to stay, they believe […]
Article source:Melissa Fairman - It’s About The Heart – Why You Should Never Counter Offer»

Check out more of Melissa Fairman's work at HR Remix

Sunday, 21 January 2018

Guest Article: Can a Business Grow Competitively While Doing Social Good? [Podcast] by Ben

The United States is experiencing one of the lowest unemployment rates in history, and a new study from Express Employment Professionals shows that 8 in 10 businesses expect to grow this year. Where will that talent come from, since artificial intelligence isn’t here yet to save us?

joe delossFor most employers, this means that retention is going to be more important this year than ever before, and this is especially true for employers where turnover in customer-facing roles leads to critical gaps in coverage, performance, and service. We need to be asking ourselves how we can treat the people we hire in such a way that we actually improve their lives. It’s about more than just offering them a paycheck in so many ways.

In the interview below, I speak with Joe DeLoss, Head Fryer and Founder at Hot Chicken Takeover. The question I asked in the title (can a business be competitive while doing social good?) is clearly answered in this interview as we talk about his mission and vision for the company in the context of the social impact it has.

Subscribers, click through to listen to the interview.

Show Notes

Episode link: Listen on the We’re Only Human Podcast page

Customers come first. Time is money. Tie it to the bottom line.

In each of these instances, we think we’re serving the business. But what if we thought first with our heart instead of our head–could we still serve the business just as well? In this interview with Joe DeLoss, Head Fryer and Founder of Hot Chicken Takeover, we will deeply challenge your thinking on that concept.

In this episode, I talk with Joe about the company’s rapid growth, unorthodox hiring strategies, and what happens when you bend from your principles during times of high-pressure growth (hint: not a good idea). Additionally, they discuss tailoring employee benefits to meet the needs of the workers instead of offering a template plan like the competition. Through it all, you’ll hear Joe’s focus is not just on marketing strategy or chicken recipes, but on the employees he serves as the leader of the business.

For more information about Joe and HCT, check out the links below:

To see all the show archives and learn more about We’re Only Human, please visit https://upstarthr.com/podcast


Article source:Ben - Can a Business Grow Competitively While Doing Social Good? [Podcast]»

Check out more of Ben Uebanks' work at Upstart HR

Thursday, 18 January 2018

Guest Article: Getting Rid of Annual Appraisals Won’t Solve Your Performance Management Problem by Melissa Fairman

The annual appraisal, the culmination of the traditional Performance Management process, is broken, fundamentally flawed and completely irrelevant.  The process of having a formal discussion with someone 2-3 times a year is laughable for a number of reasons: Feedback should be timely. Waiting three months to share with Frank that he messed up the widget […]
Article source:Melissa Fairman - Getting Rid of Annual Appraisals Won’t Solve Your Performance Management Problem»

Check out more of Melissa Fairman's work at HR Remix

Wednesday, 17 January 2018

Guest Article: Senior Leaders, Cheap Talk, & Being Present by Jay Kuhns, SPHR

"Culture is to recruiting, as product is to marketing."
- Hubspot's Culture Code

Culture, Culture, Culture
The word culture sure gets thrown around a lot, don't you think? For me, it's right up there with values. If I hear one more executive espouse their organization's values, without taking action to prove they matter, I think I might spit.

Every organization obviously has a culture. However, many organizations do not have the culture they claim, or they secretly know in their "heart" that theirs has unlimited room for improvement.

If we all know these things, claim our employees are our most valuable asset, and continue to preach our culture message over and over yet still have major gaps relative to reality, what is the missing piece?


All You Do To Me is Talk Talk
For many leaders, landing that big title or breaking into the executive ranks feels like the end of a long journey, when in fact, it is only the beginning. They often feel as if they can ramble on and on simply because they must be the smartest person in the room, just look at their title!

Think of leaders as the six players on a hockey team during a game. 

Six players, but twenty-thousand fans staring at them...watching every move...hoping for good decisions, and the effort to back up what they say when they are off the ice.

It's the same for us in leadership. There are only a few of us compared to all of the employees who work in our companies. 

They are watching every move...hoping for good decisions, and the effort to back up what we say during meeting after meeting after meeting.

Are you with me?

How About You
Words are incredibly powerful tools for leaders. They inspire, motivate, encourage, reward, hold accountable, recognize and fire up the people around them. But in the absence of action...or follow through...

...the words damage the credibility of that leader. 

It's time to back up the culture talk with culture ACTION!

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Senior Leaders, Cheap Talk, & Being Present»

Check out more of Jay Kuhns' work at No Excuses HR