HR Competencies Defined: Professional Practice
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HR Competencies Defined: Professional Practice

Accelerate the achievement of your professional goals – Certified Human Resources Professional (CHRP) designation.
4.0 (5 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
69 students enrolled
Created by Irina Ghazazyan
Last updated 4/2015
English
Current price: $12 Original price: $50 Discount: 75% off
5 hours left at this price!
30-Day Money-Back Guarantee
Includes:
  • 2 hours on-demand video
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • Learn HR competencies required for the Professional Practice section of CKE/NKE exam in Canada.
  • Maximize your time while preparing for CKE/NKE exam.
  • Obtain CHRP designation and advance your career in HR field.
View Curriculum
Requirements
  • There are no specific requirements for the course, the material provided is comprehensive and includes all the required competencies for the Professional Practice section of CKE/NKE exam.
Description

HR Competencies Defined: Professional Practice course focuses on HR Competencies, which are presented as statements, that define the work of a Certified Human Resources Professional (CHRP).

The Certified Human Resources Professional (CHRP) designation is a “nationally recognized designation positioning those who attain it at the leading edge of the HR profession in Canada. Having a CHRP designation provides advantages as you practice your profession and advance your career" (Human Resources Professionals Association, HRPA).

What is the value of this course?

The Required Professional Capabilities (RPCs) form the test specifications for the national examination (NKE) and the Comprehensive Knowledge Exam (CKE).

The course focuses on defining HR competencies which are the required competencies for the Professional Practice section of NKE/CKE exams.

The course enables you to maximize your time while preparing for the exam. Besides the required academic coursework, preparation for NKE/CKE takes 4 to 6 months of full-time study (6 hours/day).

The content of this course provides competitive advantage and enables you to accelerate the achievement of your professional goals – obtaining a Certified Human Resource Professional (CHRP) designation.

The course is based on thorough review of HR Guide, HRwrx and other CKE/NKE related study materials and provides the most valuable knowledge in the most concise manner to ensure your success at the exam.

How you should proceed with the course:

  1. Do your best to remember the concepts provided throughout the course.
  2. Try to recall the concepts after each video lecture.
  3. Ask yourself – “Is this the best I can do?" and do your best to maximize the retention of the content.

The CKE/NKE tests competencies, not academic principles. Therefore, even if you were successful in an academic HR program, you should not rely on your text books only. Those that use a variety of study resources will have a higher degree of success.

COURSE OUTLINE

Lecture - 1

  1. Definition of HRM
  2. Goals of HRM
  3. Philosophy of HRM
  4. Theories underpinning HRM

Lecture - 2

  1. Human Capital Theory
  2. The resource-based view
  3. Contingency theory
  4. Human Capital management

Lecture - 3

  1. Strategy & Strategic Planning
  2. Strategic Planning and Operational Effectiveness
  3. Proactive versus Reactive HRM
  4. The aims of Strategic HRM

Lecture - 4

  1. The characteristics of strategy
  2. The importance of strategic HRM
  3. HRM best practices
  4. 'Best practice' and 'best fit' approach

Lecture - 5

  1. Planning and Implementing HR Strategies
  2. Strategic plan and HRP
  3. Aligning HRP with the strategic plan
  4. 5 HR Core competencies

Lecture - 6

  1. HRM Programs that Link Process to Strategy
  2. Aspects of linking HR practices to strategy
  3. Strategic HRM Final Notes

Lecture - 7

  1. HR strategies
  2. General HR strategies
  3. Specific HR strategies

Lecture - 8

  1. The importance of understanding strategy
  2. Criteria for an effective HR strategy
  3. Issues in developing HR strategies
  4. Metrics and HR accounting
  5. The importance of metrics for HR professionals

Lecture - 9

  1. How do competencies, metrics and strategy link together?
  2. The 5 categories of HRM metrics
  3. Two key issues to be addressed in developing HR strategies
  4. Horizontal fit - factors to consider
  5. Vertical fit - factors to consider

Lecture - 10

  1. Written HR strategy - areas to cover
  2. Barriers to the implementation of Hr strategies
  3. Factors contributing to the gap between HR strategy and its implementation
  4. Approaches to HR strategy implementation

Lecture - 11

  1. The Balanced Scorecard (BSC)
  2. What is an HR (balanced) scorecard?
  3. HR as business acumen
  4. PEST analysis

Lecture - 12

  1. Understanding strategy and finance are key to measuring HR's impact
  2. General Finance and HR accounting
  3. Other HR responsibilities
  4. HRM compliance with legislation
  5. Human Resource Management software (HRMS)
  6. LMS, ERP, CRM, SaaS
  7. Using technology to increase HRM value

Lecture - 13

  1. Advantages & disadvantages of web-based HRMS
  2. Human capital management
  3. The constituents of human capital
  4. Human capital theory
  5. Human capital theory based approach to HRM

Lecture - 14

  1. Human capital measurement approaches
  2. Critical success factors
  3. Budgeting types

Lecture - 15

  1. The HR function
  2. The activities of the HR function
  3. The organization of the HR function
  4. Human Resource Information Systems (HRIS)
  5. Evaluating the HR function

Lecture - 16

  1. Service level agreement, outsourcing, & HR shared service centres
  2. Outsourcing HR activities
  3. Reasons for outsourcing
  4. RFP - a vital link in outsourcing
  5. Selecting and using consultants
  6. HR professional's goal in negotiations

Lecture - 17

  1. The roles of HR practitioners
  2. HR practitioners as business partners
  3. The strategic role of HR specialists

Lecture - 18

  1. HR specialists as change agents
  2. Services delivered by HR specialists
  3. HR professionals as champions of competitiveness
  4. Professional conduct & ethics
  5. HRPA Code of Ethics
  6. Conflicts in the HR contribution
  7. HR key competency areas

Lecture - 19

Required Professional Capabilities (RPC's) Professional Practice section

  1. RPC – 3 Contributes to the development of an environment that fosters effective working relationships
  2. RPC -5 Keep current with emerging HR trends.
  3. RPC-8 Provide the information necessary for the organization to effectively manage its people practices

Lecture - 20

  1. RPC- 11 Gathers, analysis and reports relevant business and industry information (including global trends) to influence the development of strategic business HR plans.
  2. RPC – 14 Uses communication strategies to advance organizational objectives.
  3. RPC-16 Provides the organization with timely and accurate HR information.

Lecture - 21

  1. RPC-16 Provides the organization with timely and accurate HR information (cont'd).
  2. RPC- 17 Ensures compliance with legislated and contractual requirements for information management.
  3. RPC – 18 Contributes to development of specifications for the acquisition and/or development of HR information management systems and for their implementation.
  4. RPC- 19 Evaluates alternatives for meeting current and future information management needs.

Lecture - 22

  1. RPC- 20 Contributes to the development of information management systems.
  2. RPC – 21 Ensures the availability of information needed to support the management decision-making processes.
  3. RPC - 22 Ensures HR administrative requirements conform to organizational policies as well as best practices, balancing confidentiality and operational requirements.
  4. RPC- 25 Applies principles of project management to HR activities.

Lecture - 23

  1. RPC-29 Identifies and masters legislation and jurisprudence relevant to HR functions.
  2. RPC-30 Advises on the status of dependent/independent contractors and determinants of employee status.

Lecture - 24

  1. RPC-31 Ensures the organization's HR policies and practices align with human rights legislation.
  2. RPC- 33 Developing and maintaining trust and support of collaborators including immediate supervisor, subordinates and internal clients.
  3. RPC 35 Understands and adheres to the Canadian council of Human Resources Association's code of ethics and applicable provincial/territorial HR association codes.

Lecture - 25

  1. RPC-37 Fosters and promotes advancement of the profession.
  2. RPC – 41 Assess requests for HR information in light of corporate policy, freedom of information, legislation, evidentiary privileges, ad contractual or other releases.
Who is the target audience?
  • HR Competencies Defined: Professional Practice course is meant for HR Practitioners, students and graduates from Human Resources Management Programs who are aspiring to obtain their CHRP designation.
  • The course is the first one in a series of 'HR Competencies Defined' courses.
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Curriculum For This Course
25 Lectures
02:13:00
+
Professional Practice
18 Lectures 01:26:12
  1. Definition of HRM
  2. Goals of HRM
  3. Philosophy of HRM
  4. Theories Underpinning HRM
Preview 02:30

Pre-Test: 25 Multiple-Choice Questions
25 questions

  1. Human Capital Theory
  2. The Resource-based view
  3. Contingency Theory
  4. Human Capital Management
Preview 04:33

  1. Strategy & Strategic Planning
  2. Strategic Planning and Operational Effectiveness
  3. Proactive versus Reactive HRM
  4. The Aims of Strategic HRM
Preview 06:31

  1. The Characteristics of Strategy
  2. The Importance of Strategic HRM
  3. HRM Best Practices
  4. 'Best Practice' and 'Best Fit' Approach
The Characteristics of Strategic HRM
04:32

  1. Planning and Implementing HR Strategies
  2. Strategic Plan and HRP
  3. Aligning HRP with the Strategic Plan
  4. Five HR Core Competencies
Strategic Plan and HRP
04:23

  1. HRM Programs that Link Process to Strategy
  2. Aspects of Linking HR Practices to Strategy
  3. Strategic HRM Final Notes
Preview 02:24

  1. HR Strategies
  2. General HR Strategies
  3. Specific HR Strategies
HR Strategies
06:21

  1. The Importance of Understanding Strategy
  2. Criteria for an Effective HR strategy
  3. Issues in Developing HR Strategies
  4. Metrics and HR Accounting
  5. The importance of Metrics for HR Professionals
Effective HR Strategy, Metrics and HR Accounting
05:14

  1. How do Competencies, Metrics and Strategy Link Together?
  2. The 5 Categories of HRM Metrics
  3. Two Key Issues to be Addressed in Developing HR Strategies
  4. Horizontal Fit - Factors to Consider
  5. Vertical Fit - Factors to Consider
HR Competencies, Metrics and Strategy Fit
05:41

  1. Written HR strategy - Areas to Cover
  2. Barriers to the Implementation of HR Strategies
  3. Factors Contributing to the Gap Between HR Strategy and Its Implementation
  4. Approaches to HR Strategy Implementation
HR Strategy and Its Implementation
04:10

  1. The Balanced Scorecard (BSC)
  2. What is an HR Balanced Scorecard?
  3. HR as Business Acumen
  4. PEST Analysis
The Balanced Scorecard, HR Balanced Scorecard, HR as Business Acumen, etc.
04:00

  1. Understanding Strategy and Finance are Key to Measuring HR's Impact
  2. General Finance and HR accounting
  3. Other HR Responsibilities
  4. HRM Compliance with Legislation
  5. Human Resource Management Software (HRMS)
  6. LMS, ERP, CRM, SaaS
  7. Using Technology to Increase HRM Value
Measuring HR's Impact and HRMS
05:35

  1. Advantages & Disadvantages of Web-based HRMS
  2. Human Capital Management
  3. The Constituents of Human Capital
  4. Human Capital Theory
  5. Human Capital Theory Based Approach to HRM
Web-based HRMS, HCM Theory, and HCM Theory Based HRM
05:13

  1. Human Capital Measurement Approaches
  2. Critical Success Factors
  3. Budgeting Types
Human Capital Measurement, Critical Success Factors, and Budgeting Types
05:05

  1. The HR Function
  2. The Activities of the HR Function
  3. The Organization of the HR Function
  4. Human Resource Information Systems (HRIS)
  5. Evaluating the HR Function
The HR Function and HRIS
04:40

  1. SLA, Outsourcing, & HR Shared Service Centres
  2. Outsourcing HR Activities
  3. Reasons for Outsourcing
  4. RFP - a Vital link in Outsourcing
  5. Selecting and Using Consultants
  6. HR Professional's Goal in Negotiations
Outsourcing HR Activities and Selecting Consultants
06:00

  1. The Roles of HR Practitioners
  2. HR Practitioners as Business Partners
  3. The Strategic role of HR Specialists
The Roles of HR Practitioners
04:43

  1. HR Specialists as Change Agents
  2. Services Delivered by HR Specialists
  3. HR Professionals as Champions of Competitiveness
  4. Professional Conduct & Ethics
  5. HRPA Code of Ethics
  6. Conflicts in the HR Contribution
  7. HR Key Competency Areas
The Strategic Role of HR Specialists and HR Key Competency Areas
04:37
+
Required Professional Capabilities (RPCs)
7 Lectures 46:48
  1. RPC - 3 Contributes to the Development of an Environment that Fosters Effective Working Relationships.
  2. RPC - 5 Keep Current with Emerging HR Trends.
  3. RPC- 8 Provide the Information Necessary for the Organization to Effectively Manage its People Practices
RPCs Defined (part 1)
06:48

  1. RPC - 11 Gathers, analysis and reports relevant business and industry information (including global trends) to influence the development of strategic business HR plans.
  2. RPC - 14 Uses communication strategies to advance organizational objectives.
  3. RPC - 16 Provides the organization with timely and accurate HR information.
RPCs Defined (part 2)
08:40

  1. RPC - 16 Provides the organization with timely and accurate HR information (cont'd).
  2. RPC - 17 Ensures compliance with legislated and contractual requirements for information management.
  3. RPC - 18 Contributes to development of specifications for the acquisition and/or development of HR information management systems and for their implementation.
  4. RPC - 19 Evaluates alternatives for meeting current and future information management needs.
RPCs Defined (part 3)
09:20

  1. RPC - 20 Contributes to the development of information management systems.
  2. RPC - 21 Ensures the availability of information needed to support the management decision-making processes.
  3. RPC - 22 Ensures HR administrative requirements conform to organizational policies as well as best practices, balancing confidentiality and operational requirements.
  4. RPC - 25 Applies principles of project management to HR activities.
RPCs Defined (part 4)
06:19

  1. RPC -29 Identifies and masters legislation and jurisprudence relevant to HR functions.
  2. RPC-30 Advises on the status of dependent/independent contractors and determinants of employee status.
RPCs Defined (part 5)
07:48

  1. RPC - 33 Developing and maintaining trust and support of collaborators including immediate supervisor, subordinates and internal clients.
  2. RPC - 35 Understands and adheres to the Canadian council of Human Resources Association's code of ethics and applicable provincial/territorial HR association codes.
RPCs Defined (part 6)
04:13

  1. RPC - 37 Fosters and promotes advancement of the profession.
  2. RPC - 41 Assess requests for HR information in light of corporate policy, freedom of information, legislation, evidentiary privileges, ad contractual or other releases.
RPCs Defined (Final part)
03:40

Final Test: 35 Multiple-Choice Questions
35 questions
About the Instructor
Irina Ghazazyan
4.0 Average rating
5 Reviews
69 Students
1 Course
MA, CHRP

Certified Human Resources Professional, Instructional Designer & Online Instructor who is committed to assisting individuals achieve their professional goals. I am an optimistic person who has the rare capability to manifest her higher ideals into reality. I am blessed with the ability to realize even the most far-fetched and seemingly impossible ideas. I am a clear communicator and a natural born leader.

Others find me to be charismatic and inspirational, and my life is filled with appreciative colleagues and friends. Despite my accomplishments, I think I am much beloved simply because I am a humble individual.

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