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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: Sybex Study Guide
- Sprache: Englisch
Prepare for the aPHR and aPHRi exams—as well as a new career in HR—smarter and faster
In the aPHR and aPHRi Associate Professional Human Resources Certification Study Guide: 2024 Exams, a team of dedicated human resources professionals and educators delivers a must-read roadmap to obtaining the entry-level Associate in Professional Human Resources and Associate in Professional Human Resources (International) credentials.
Unique certifications in the industry, the aPHR and aPHRi do not require any prior work experience or education and are perfect for non-HR professionals and newcomers to the field interested in exploring the industry or upgrading their skillset to include core human resources concepts, including talent acquisition, learning and development, compensation and benefits, employee relations, and compliance and risk management.
aPHR and aPHRi Associate Professional Human Resources Certification Study Guide walks you through its comprehensive coverage of every functional area on the exams and offers complimentary access to an interactive online learning environment and test bank.
In the book:
- Access to electronic flashcards, a glossary of key terms, a practice exam, and an assessment test prepare you for the exam
- Discussions of brand-new diversity, equity, and inclusion concepts and the differences between the international and domestic versions of the exam
- The knowledge you'll need to hit the ground running in an entry-level position in human resources
An essential read for experienced professionals looking to expand their knowledge base into human resources and aspiring human resources professionals seeking to begin a new and rewarding career in the industry, the aPHR and aPHRi Associate Professional Human Resources Certification Study Guide: 2024 Exams will help you prepare for the exam—and a new job in HR—smarter and faster.
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Veröffentlichungsjahr: 2025
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgments
About the Authors
About the Technical Editor
Introduction
What Is Human Resources?
Who Should Buy This Book?
How This Book Is Organized
Interactive Online Learning Environment and Test Bank
Conventions Used in This Book
aPHR and aPHRi Exam Objectives
aPHR and aPHRi Assessment Exams
aPHR Assessment Exam Answers
aPHRi Assessment Exam Answers
Chapter 1: Human Resource Certification
HR Certification Institute and the Certification Exams
Associate Professional in Human Resources (aPHR) Content
Associate Professional in Human Resources International (aPHRi) Content
Eligibility Requirements
Recertification
The Exam
On Test Day
Summary
Exam Essentials
Part I: Associate Professional in Human Resources (aPHR)
Chapter 2: aPHR Talent Acquisition
Talent Acquisition Defined
Determining Staffing Needs
Building Job Structures
Staffing
Talent Acquisition Technology
Measuring Effectiveness
Summary
Exam Essentials
Review Questions
Chapter 3: aPHR Learning and Development
Learning and Development
Developing New Hires
Employee Development
Training Management
Learning Management Systems
Measuring Training Effectiveness
Tracking Employee Development
Change Management Process
Summary
Exam Essentials
Review Questions
Note
Chapter 4: aPHR Compensation and Benefits
Compensation and Benefits Defined
Elements of Total Rewards
Health Benefits and Insurance Programs
Deferred Compensation Plans
Summary
Exam Essentials
Review Questions
Notes
Chapter 5: aPHR Employee Relations
Employee Relations Defined
HR Strategic Support
HR Operations
Organizational Culture
Employee Engagement
Summary
Exam Essentials
Review Questions
Notes
Chapter 6: aPHR Compliance and Risk Management
Compliance and Risk Management Defined
Laws and Regulations
Risk Assessment and Mitigation
Organizational Restructuring
Summary
Exam Essentials
Review Questions
Note
Part II: Associate Professional in Human Resources, International (aPHRi)
Chapter 7: aPHRi HR Operations
The Operational Environment
Legal and Regulatory Environment
Organizational Strategy
Company Culture
Business Operations
HR Operations
HR Technology
Communication Techniques for an Entry-level HR Professional
Summary
Exam Essentials
Review Questions
Chapter 8: aPHRi Recruitment and Selection
Recruitment and Selection Defined
Recruitment
Selection
Summary
Exam Essentials
Review Questions
Note
Chapter 9: aPHRi Compensation and Benefits
Total Rewards
Compensation
Benefits Programs
Communicating Total Rewards
Summary
Exam Essentials
Review Questions
Notes
Chapter 10: aPHRi Human Resource Development and Retention
Human Resource Development and Retention Defined
Career Development
Performance Management
Training Development and Delivery
Summary
Exam Essentials
Review Questions
Notes
Chapter 11: aPHRi Employee Relations, Health, and Safety
Employee Relations, Health, and Safety Defined
Employee Relations
Rights and Responsibilities
Laws and Regulations
Employee Relations Programs
Workplace Behavior
Health, Safety, and Security
Workforce Reduction and Restructure
Summary
Exam Essentials
Review Questions
Notes
Appendix A: Answers to Review Questions
Chapter 2: aPHR Talent Acquisition
Chapter 3: aPHR Learning and Development
Chapter 4: aPHR Compensation and Benefits
Chapter 5: aPHR Employee Relations
Chapter 6: aPHR Compliance and Risk Management
Chapter 7: aPHRi HR Operations
Chapter 8: aPHRi Recruitment and Selection
Chapter 9: aPHRi Compensation and Benefits
Chapter 10: aPHRi Human Resource Development and Retention
Chapter 11: aPHRi Employee Relations, Health, and Safety
Appendix B: Case Studies
Case Study 1: Impact of Changes to US Military Service Policy
Case Study 2: Integration of Women into Combat Arms
Note
Appendix C: Federal Employment Legislation and Case Law
Affirmative Action Plans (AAPs)
Age Discrimination in Employment Act of 1967 (ADEA)
Americans with Disabilities Act of 1990 (ADA) and Amendments
Civil Rights Act of 1964 (Title VII)
Common Law Doctrines
Copyright Act of 1976
Davis–Bacon Act of 1931
Drug-Free Workplace Act of 1988
EEO Survey
Employment Retirement Income Security Act of 1974 (ERISA)
Executive Orders
Fair Credit Reporting Act of 1970 (FCRA)
Fair Labor Standards Act of 1938 (FLSA)
Family and Medical Leave Act of 1993 (FMLA)
Glossary
Index
End User License Agreement
List of Illustrations
Chapter 1
Figure 1.1 The aPHR and aPHRi exams at a glance
Figure 1.2 Permitted and nonpermitted testing room items
Chapter 2
Figure 2.1 Essential parts of a job description
Figure 2.2 The talent acquisition lifecycle
Chapter 3
Figure 3.1 Learning and development in the employee lifecycle
Figure 3.2 Career stage key activities
Chapter 4
Figure 4.1 Sample total rewards statement
Figure 4.2 Red circled and green circled employees
Chapter 5
Figure 5.1 A hierarchical structure
Figure 5.2 A functional structure
Figure 5.3 A matrix structure
Figure 5.4 A divisional structure
Figure 5.5 Workplace trends
Chapter 6
Figure 6.1 Top five wage and hour trends
Figure 6.2 PPACA metal tiers
Chapter 7
Figure 7.1 Sample histogram
Figure 7.2 Sample bar chart
Chapter 10
Figure 10.1 A typical HR career path
List of Tables
Chapter 1
Table 1.1 Human Resource Acronyms
Table 1.2 aPHR Labor Law Terms
Chapter 2
Table 2.1 Job Analysis Methods Advantages and Disadvantages
Table 2.2 Differences Between an Employee and Independent Contractor
Table 2.3 Federal Personnel Records Retention
Chapter 4
Table 4.1 What the Fair Labor Standards Act Does Not Require
Table 4.2 Qualified and Nonqualified Plan Rules
Chapter 6
Table 6.1 Employer Size Requirements
Table 6.2 Top Requirements of the Portal-to-portal Act
Table 6.3 OSHA’s Top Five Workplace Injuries
Table 6.4 Unfair Labor Practices
Chapter 7
Table 7.1 Job Classifications
Chapter 8
Table 8.1 Distinction Between Types of Workers
Chapter 10
Table 10.1 Pros and Cons
Appendix C
Table C.1 Major Life Activities
Table C.2 ERISA Graded Vesting Schedule
Table C.3 COBRA Qualifying Events and Coverage Requirements
Table C.4 Employment Visas
Table C.5 Categories of Penalties for OSHA Violations
Table C.6 OSHA Consultation Versus NIOSH HHE
Table C.7 USERRA Reemployment Reporting Times
Table C.8 Agencies, Court Cases, Terms, and Laws
Table C.9 General Recordkeeping Guidelines
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgments
About the Authors
About the Technical Editor
Introduction
Begin Reading
Appendix A: Answers to Review Questions
Appendix B: Case Studies
Appendix C: Federal Employment Legislation and Case Law
Index
Online Test Bank
Glossary
End User License Agreement
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aPHR®andaPHRi®Associate in Human Resources Certification
Study Guide2024 Exams
Sandra M. Reed, SPHR
James J. Galluzzo III, SPHR
Copyright © 2025 by Sandra M. Reed and James J. Galluzzo III. All rights reserved, including rights for text and data mining and training of artificial intelligence technologies or similar technologies.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permission.
The manufacturer’s authorized representative according to the EU General Product Safety Regulation is Wiley-VCH GmbH, Boschstr. 12, 69469 Weinheim, Germany, e-mail: [email protected].
Trademarks: Wiley and the Wiley logo, and the Sybex logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries and may not be used without written permission. aPHR and aPHRi are trademarks or registered trademarks of the Human Resource Certification Institute, Inc. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002. For product technical support, you can find answers to frequently asked questions or reach us via live chat at https://sybexsupport.wiley.com.
Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic formats. For more information about Wiley products, visit our web site at www.wiley.com.
Library of Congress Control Number: 2025902818
Paperback ISBN: 9781394295838
ePDF ISBN: 9781394295852
ePub ISBN: 9781394295845
Cover Image: Lighthouse in Maine. © Jeremy Woodhouse/Getty Images
Cover Design by Wiley
Dedicated to all HR practitioners, especially those just beginning—every one of us has stood where you are now. Your growth will shape the future of work!
Acknowledgments
We want to express our heartfelt gratitude to everyone who made this book possible. To our families for their continued support and understanding when the deadlines came first, and to our colleagues who shared their experiences and insights with us. Your encouragement and wisdom helped create work that we are truly proud of.
To the team at Wiley: Kenyon Brown, Brad Jones, and our technical editor Thomas Mobley—thank you for your commitment to excellence and giving us the pushes needed to make this the best work possible. Working with professionals is an absolute gift!
Our hope is that those who read it are inspired to continue their journey into the world of HR with knowledge, passion, and purpose.
About the Authors
Sandra M. Reed, SPHR, has more than 25 years of experience in human resources, the last 20 of which have been spent in training and instruction. She holds her undergraduate degree in industrial-organizational psychology and her graduate degree in organizational leadership. Fun fact: it took her 30 years to complete her college degrees! She was certified before her first degree, and it is this that fuels her passion for helping others achieve HR certification, regardless of their educational level. Sandra is a master practitioner of the MBTI, Working Genius and the Profiles XT personality assessments. She is the author of A Guide to the Human Resource Body of Knowledge (HRBoK™), The Big Book of HR Exam Questions, and other certification study guides, all available through John Wiley & Sons. Sandra is the owner and founder of sandrareed.co, a consulting firm specializing in executive coaching and the unique needs of small to mid-size organizations. Find her on the web at https://sandrareed.co.
James J. Galluzzo III, SPHR, is a human resources strategic professional with nearly 30 years of experience. During his service in the United States Army, he found his professional calling in the human resources branch, the Adjutant General’s Corps. He retired as chief of leadership development at the Adjutant General School, supporting the 40,000 Army HR professionals around the world. He has served as a director of HR in government and private sector organizations and is an HR subject matter and program manager helping to transform the Army’s HR training and development as it fielded the most comprehensive human resources information system (HRIS) in its history. Additionally, James has been an adjunct instructor, author, and content creator for training HR professionals.
About the Technical Editor
Thomas Mobley, SHRM-SCP, SPHR, is an accomplished HR professional, consultant, and educator with more than 30 years of expertise in human resources. A professor and dedicated mentor, Thomas brings deep industry knowledge and practical insight to his clients and students. He holds a BS in business from Miami University and a MALER degree from the University of Cincinnati. This past January, Thomas joined the faculty at Miami University’s Farmer School of Business in the Human Capital Management Leadership area. Previously, he served for over a decade as an assistant professor and educator in organizational leadership and HR at the University of Cincinnati. He has also taught in Dalian University of Technology’s International Graduate Program in China. Thomas’s approach to HR professional and student success blends mentorship, networking, and HR certification support, helping students apply theory through case studies and real-world examples. His HR consulting work includes designing leadership development programs for organizations as well as providing HR support to start-up organizations. His HR certification prep course students have achieved an impressive 90% exam pass rate. Learn more about his work on his website MobleyHR.com.
Introduction
Why should you learn about HR certification? It’s a fast-growing field and an integral part of any business that values its people. Earning an HR certification, like the aPHR or aPHRi, can significantly boost your career, especially if you’re just starting out. These certifications confirm that you have the foundational knowledge of HR principles, laws, and best practices, making you stand out in the job market. Whether you are thinking about transitioning to the HR career field or if you’re already working in HR, earning an aPHR or aPHRi certification shows employers that you have a strong understanding of the field and are dedicated to professional growth.
The aPHR (Associate Professional in Human Resources) and aPHRi (international version) are great introductory certifications for people entering the HR field. These exams assess your knowledge of key HR operations, including recruiting, employee relations, and compliance. Understanding these topics will not only help you pass the exam but will also give you practical knowledge that can be applied directly to real-world HR tasks. Preparing for these exams will help you gain a solid understanding of the fundamentals, boost your confidence in your knowledge, and set you up for success as you advance in your HR career.
This guide is designed to help you study for and pass the aPHR or aPHRi exams by covering essential HR topics and providing practical tips for success.
What Is Human Resources?
Human resources (HR) refers to the department within an organization that is responsible for managing everything related to the people who work there. HR focuses on recruiting, hiring, training, and development of employees, ensuring that the company has the right talent at the right time to compete in their respective markets. HR professionals also work to maintain workplace safety, handle employee compensation and benefits, and resolve any issues or conflicts that arise. In short, HR helps both the organization and its employees succeed by balancing the needs of the business with the well-being of its workforce.
Why Become HR Certified?
HR Certification through the HR Certification Institute (HRCI) is an internationally recognized credential that validates the expertise and knowledge of HR professionals. HRCI offers several certifications, including the Associate Professional in Human Resources (aPHR) and Associate Professional in Human Resources, International (aPHRi). These exams are designed for entry level HR career professionals, or for non-HR individuals who are responsible for managing people.
There are several benefits to successfully certifying.
Career Advancement Opportunities
HR certification, such as those offered by HRCI, opens doors to higher-level positions and leadership roles. According to HRCI, certified professionals are often considered for promotions over noncertified colleagues because certification validates your expertise and commitment to the field.
Increased Earning Potential
Studies show that HR professionals with certifications typically earn more than those without them. HRCI reports that individuals with certifications often see higher salaries, making certification a solid investment in long-term financial growth.
Professional Credibility
Certification enhances your professional reputation, demonstrating your knowledge and commitment to staying current with HR practices and labor laws. It signals to employers and peers that you are a trusted and credible resource in the HR field.
Up-to-date Knowledge
HR certifications require continuing education, ensuring that certified professionals stay informed on the latest trends, regulations, and best practices in the rapidly evolving HR landscape. This helps professionals manage compliance and improve organizational performance.
How to Become HR Certified
To become certified, candidates must pass a comprehensive exam, demonstrating their skills and knowledge in the field.
There are no eligibility requirements for the aPHR and aPHRi exam. This means that these certifications are ideal for individuals just starting their careers in HR, students, or those looking to transition into the field. Both certifications focus on foundational HR knowledge and are open to anyone looking to build their HR expertise.
The exams are administered by Pearson VUE, a global leader in computer-based testing. To register for the exam, candidates need to visit the HRCI website at www.hrci.org. They can create an account, complete the application, and select a testing location and date. Once the application is approved and the exam fees are paid, the candidate will receive instructions to schedule the exam with Pearson VUE. For those outside of the United States, HRCI exams are available in many international locations, allowing candidates to sit for the exam at a Pearson VUE testing center near them. If you need assistance, HRCI’s customer service can be reached at 1-866-898-4724 or [email protected].
Who Should Buy This Book?
If you are preparing to take the aPHR or aPHRi exams, you can benefit from this study guide. If you’re new to the HR field, this guide covers essential topics you’ll need to understand from the very basics, leading up to the level of knowledge required to pass the certification exams. Even if you’re just starting your HR career, this book will guide you through the material in a clear, structured way. If you already have some HR experience or are familiar with basic HR concepts, this guide can help you review key areas and fill any gaps in your knowledge. US military service members who perform HR functions as their military occupation can also use this guide to transition into civilian HR by demonstrating competency in key HR tasks.
This book assumes that you have a basic understanding of workplace environments and human resources, such as general knowledge of HR functions like recruitment, employee relations, and compliance. It’s helpful if you’ve worked in HR or have some familiarity with it, but it’s not a requirement. Whether you’re just beginning your HR career or seeking to solidify your foundational knowledge, this book will help prepare you for the aPHR or aPHRi exams, ensuring you’re ready to pass.
How This Book Is Organized
This book is broken down into three sections. Section 1 includes Chapter 1, which introduces you to both the aPHR and aPHRi exams. You should read this no matter which exam you plan to take. It outlines the fundamental exam content, the structure of the questions, and a few essential exam-day details to be aware of before test day.
If you are seeking to become aPHR certified, then Section 2 is for you. If you are focusing on the aPHRi certification, then you’ll want to jump to Section 3.
Section 2 for aPHR contains chapters 2 through 6. Again, these cover the exam content for the aPHR exam.
Chapter 2
Functional Area 01 | Talent Acquisition
Talent acquisition involves sourcing, recruiting, and selecting the right candidates for a company. This function focuses on building a strong workforce by identifying job requirements, utilizing recruitment tools, and implementing strategies to attract diverse and qualified candidates. It includes everything from creating job descriptions to managing the interview process and ensuring an effective onboarding experience.
Chapter 3
Functional Area 02 | Learning & Development
Learning and development focuses on training and equipping employees with the skills and knowledge they need to succeed in their roles. This functional area involves creating and delivering training programs, providing ongoing education, and supporting career development. It also assesses training effectiveness to ensure employees can contribute to the organization’s success.
Chapter 4
Functional Area 03 | Compensation & Benefits
Compensation and benefits management involves designing and administering pay structures, incentive programs, and employee benefits such as health care, retirement plans, and paid leave. The goal is to create a competitive package that attracts, retains, and motivates employees while ensuring internal and external equity.
Chapter 5
Functional Area 04 | Employee Relations
Employee relations is about managing the relationship between employers and employees to foster a positive work environment. It involves addressing employee concerns, mediating conflicts, and ensuring fair treatment. This area also covers handling grievances, conducting investigations, and maintaining open communication.
Chapter 6
Functional Area 05 | Compliance and Risk Management
Compliance and risk management is responsible for ensuring that the company follows all labor laws, regulations, and internal policies. This includes monitoring compliance with legal standards related to discrimination, workplace safety, and data protection. Risk management involves identifying potential risks, such as legal liabilities or operational hazards, and implementing measures to mitigate these risks.
Section 3 of the book focuses on the aPHRi exam. This section contains
chapters 7
through
11
, which are reviewed next.
Chapter 7
Functional Area 01 | HR Operations
In an international context, HR operations involve managing the global workforce’s day-to-day administrative tasks. This includes navigating the complexities of international payroll, employee benefits across multiple countries, maintaining compliance with varied labor laws, and managing expatriate assignments.
Chapter 8
Functional Area 02 | Recruitment and Selection
Global recruitment and selection require understanding the diverse labor markets and legal frameworks across different countries. HR professionals in an international setting must adapt job descriptions, sourcing strategies, and selection processes to align with local employment laws and cultural differences. This could involve using international job boards, engaging in global talent sourcing, and navigating visa and work permit requirements.
Chapter 9
Functional Area 03 | Compensation and Benefits
Compensation and benefits in an international HR context must take into account the varying cost of living, tax regulations, and legal requirements in different countries. HR professionals are responsible for creating equitable pay structures that reflect local market standards while maintaining consistency with global corporate guidelines. This includes managing cross-border benefits packages, such as international health insurance, retirement plans, and tax considerations for expatriates.
Chapter 10
Functional Area 04 | Human Resource Development and Retention
Global HR development and retention strategies involve creating training and career development programs that are applicable across different cultural and regional contexts. HR professionals must consider language barriers, time zone differences, and the availability of training resources in multiple regions. Retention efforts focus on building leadership pipelines that prepare employees for international roles and adapting professional development opportunities to meet the unique career aspirations of employees in different countries.
Chapter 11
Functional Area 05 | Employee Relations, Health, and Safety
In an international environment, managing employee relations requires HR professionals to navigate different labor laws, cultural expectations, and conflict resolution strategies. Ensuring compliance with international health and safety standards, such as those set by the International Labour Organization (ILO), is critical to protecting employees. This includes creating policies that address workplace harassment, safety protocols, and employee well-being across multiple countries.
Chapter Features
Each chapter begins with a list of the aPHR and aPHRi objectives that are covered in that chapter. The book doesn’t cover the objectives in order, but rather, connects key concepts to optimize learning. Thus, you shouldn’t be alarmed at some of the odd ordering of the objectives within the book.
Within each chapter are key terms you should be familiar with to understand the concepts covered, along with an “HR Done Wrong” feature to highlight the exam content within a real-world context. At the end of each chapter, you’ll find a couple of elements you can use to prepare for the exam:
Exam Essentials
This section summarizes important information that was covered in the chapter. You should be able to perform each of the tasks or convey the information requested.
Review Questions
Each chapter concludes with 20 review questions. If you can’t answer at least 80% of these questions correctly, go back and review the chapter, or at least those sections that seem to be giving you difficulty. The answers to these review questions are covered in
Appendix A
.
The review questions, assessment test, and other testing elements included in this book are not derived from the exam questions, so don’t memorize the answers to these questions and assume that doing so will enable you to pass the exam. You should learn the underlying topic, as described in the text of the book. This will let you answer the questions provided with this book and pass the exam. Learning the underlying topic is also the approach that will serve you best in the workplace—the ultimate goal of a certification like the aPHR and aPHRi.
To get the most out of this book, you should read each chapter from start to finish and then check your memory and understanding with the chapter-end elements. Even if you’re already familiar with a topic, you should skim the chapter; HR is complex enough that there are often multiple ways to accomplish a task, so you may learn something even if you’re already competent in an area.
Interactive Online Learning Environment and Test Bank
This book is accompanied by an online learning environment that provides several additional elements. Items available among these companion files include the following:
Practice tests
All of the questions in this book appear in our proprietary digital test engine—including the 60-question assessment test at the end of this introduction and the 200+ questions that make up the review question sections at the end of each chapter. In addition, there are two 50-question bonus exams.
Electronic “flashcards”
The digital companion files include 150 questions—75 for the aPHR and 75 for the aPHRi—in flashcard format (a question followed by a single correct answer). You can use these to review your knowledge of the exam objectives.
Glossary
The key terms from this book, and their definitions, are available as a fully searchable PDF.
You can access all these resources at www.wiley.com/go/sybextestprep.
Conventions Used in This Book
This book uses certain typographic styles in order to help you quickly identify important information and to avoid confusion over the meaning of words such as on-screen prompts. In particular, look for the following styles:
Italicized text
indicates key terms that are described at length for the first time in a chapter. (Italics are also used for emphasis.)
A monospaced font
indicates an online url to provide additional online resources or references
In addition to these text conventions, which can apply to individual words or entire paragraphs, a few conventions highlight segments of text:
A note indicates information that’s useful or interesting but that’s somewhat peripheral to the main text. A note might be relevant to a small number of networks, for instance, or it may refer to an outdated feature.
Sidebars
A sidebar is like a note but longer. The information in a sidebar is useful, but it doesn’t fit into the main flow of the text.
Real World Scenario
A real world scenario is a type of sidebar that describes an example that’s particularly grounded in the real world. This may be a situation we or somebody I know has encountered, or it may be advice on how to work around problems that are common in real, working human resources environments.
aPHR and aPHRi Exam Objectives
The aPHR and aPHRi Exam Prep Study Guide has been written to cover every exam objective at a level appropriate to its exam weighting. The following tables provides a breakdown of this book’s exam coverage, showing you the weight of each section and the chapter where each objective is covered:
aPHR Exam Weighting
Subject area
% of Exam
Chapter
Talent Acquisition
19%
2
Learning and Development
15%
3
Compensation and Benefits
17%
4
Employee Relations
24%
5
Compliance and Risk Management
25%
6
Total
100%
aPHRi Exam Weighting
Subject area
% of Exam
Chapter
HR Operations
33%
7
Recruitment and Selection
22%
8
Compensation and Benefits
15%
9
Human Resource Development and Retention
10%
10
Employee Relations, Health, and Safety
20%
11
Total
100%
aPHR and aPHRi Assessment Exams
Use these practice questions to test your knowledge in the key functional areas of the exams. The following are two assessments. One is for the aPHR followed by one for the aPHRi.
aPHR Assessment Exam
What is the primary benefit of a matrix organizational structure?
Simplifies decision-making
Allows employees to report to multiple managers based on different projects
Streamlines communication between departments
Reduces employee supervision
What is a key feature of a flat organizational structure?
Few levels of management and wider spans of control
Many levels of management and narrow spans of control
Employees reporting to multiple managers
Teams divided by function
Which structure might work best for a small startup with limited staff?
Bureaucratic structure
Functional structure
Geographic structure
Flat organizational structure
What is the first step in handling an employee complaint?
Notify the employee’s supervisor
Initiate an investigation
Open a file to set up the record
Listen and gather information
Which of the following is a common tool used to assess future staffing needs in an organization? (Choose all that apply.)
Benchmarking
AI
Forecasting
Regression analysis
What is the primary purpose of a job analysis in the hiring process?
It analyzes for internal wage equity
To differentiate jobs from each other
To analyze external wage equity
To identify the KSAOs for each position
Which recruiting strategy focuses on increasing the company’s visibility and attractiveness to potential candidates?
Employer branding
Online job boards
Job fairs
Candidate pipelines
A company is experiencing high turnover and struggles to fill positions quickly when employees leave. The HR team wants to ensure they have a consistent pool of qualified candidates ready to fill these roles as they become available. Which of the following strategies would be most effective for addressing this issue?
Increasing job postings on online job boards
Holding quarterly job fairs to meet potential candidates
Building a candidate pipeline to proactively engage qualified prospects
Relying on internal promotions to fill vacant positions
A company is struggling to find qualified candidates for a technical role, despite using traditional job postings and social media ads. Which of the following strategies might be the most effective next step?
Increase the job posting budget
Focus on employer branding to better highlight the company’s culture
Partner with a recruitment firm specializing in technical roles
Conduct more resume mining to find qualified applicants
A company is considering two internal candidates for a leadership role. Both have the necessary experience, but one has consistently scored higher on skills assessments, while the other received outstanding feedback from previous teams during reference checks. What should the company prioritize in making the final decision?
The candidate with better skills assessment scores
The candidate with better feedback from previous teams
Biases should be removed, and the decision should be made based solely on qualifications
The candidate who best fits the company’s leadership style and culture
After completing an instructor-led training program, a company notices little improvement in employee performance. Which method would be most effective in identifying why the training did not have the desired impact?
Reviewing the training content to ensure it aligns with company goals
Conducting post-training evaluations to gather employee feedback on the training
Switching to virtual training methods for the next session
Reducing the training duration to increase engagement
A company is implementing a major technology upgrade and needs to ensure all employees are ready for the change. Which of the following should be a top priority in the change management process?
Hiring external consultants to handle the training
Conducting post-training evaluations after the change is complete
Moving forward with the change to avoid delays
Assessing employee readiness and creating a communication plan to address concerns
Which tool is commonly used to track employee development and measure the effectiveness of training programs?
Job analysis
Learning management systems (LMS)
Employee performance reviews
Post-training feedback from colleagues
In which of the following scenarios is the best choice to use an internal training provider?
When the company is looking for cutting-edge, industry-wide insights on leadership
When the training involves new technology that internal staff has not yet mastered
When the goal is to provide employees with general skills applicable across industries
When the training requires a deep understanding of the company’s unique culture and long-term goals
What is the primary goal of a change management process in an organization?
To make small, quick organizational changes
To assess readiness, plan communication, and provide resources to support organizational change
To restructure the company’s workforce and strategies
To respond to external competitive conditions
Which of the following is a suitable application of blended learning in employee training?
When training is a combination of self-paced online modules and live instructor-led sessions
When employees complete online synchronous training with instructor support
When employees learn through hands-on, on-the-job training
When training is conducted by external consultants with no internal resources
Which of the following is typically part of an organization’s pay structure? (Choose all that apply.)
Senior leader approval
Market analysis to determine competitive pay rates
Employee performance assessments
Pay minimum and maximum
What is the main difference between a Health Savings Account (HSA) and a Flexible Spending Account (FSA)?
Only an HSA allows you to carry over unused funds into the next year.
Only an FSA allows you to invest funds for growth.
An FSA is used only for dental expenses, while an HSA is for medical expenses.
Only an HSA requires funds to be spent by the end of the year.
Which of the following is an example of a fringe benefit commonly offered by organizations?
Health insurance coverage
Employee assistance program
Vacation pay
Overtime pay
A company is experiencing a higher cost of living in its headquartered location. Which compensation strategy would best help employees manage this increase without completely overhauling the pay structure?
Offering merit-based raises to high-performing employees
Conducting a market analysis to determine pay adjustments
Implementing a cost-of-living adjustment for all employees
Increasing the number of performance evaluations
A company wants to improve employee wellness but has a limited budget. Which of the following supplemental wellness programs would provide the most benefit for all employees while remaining cost-effective for the organization?
Offering free gym memberships to all employees
Implementing an employee assistance program (EAP) for mental health support
Offering remote work flexibility programs
Increasing the number of milestone celebrations, such as birthdays and anniversaries
A company offers both short-term and long-term disability insurance to its employees. However, several employees have expressed confusion about the differences between the two. What is the most effective way for HR to address this issue and ensure employees fully understand their options?
Send a detailed email to all employees explaining the differences
Include a FAQ section in the benefits enrollment packet
Add a brief summary of each program to the company handbook
Conduct an in-person or virtual benefits information session with clear explanations of each program
Which law prohibits discrimination in the workplace based on race, color, religion, sex, or national origin?
Title VII
IRCA
FLSA
Title I
What is the primary purpose of Form I-9 in the hiring process?
To record an employee’s personnel file details
To verify the employee’s tax withholdings
To verify an employee’s work authorization and identity
To document an employee’s disability for accommodations
Which law requires employers to provide reasonable accommodations for qualified individuals with disabilities?
OWBPA
ERISA
ADA
ADEA
A manager has learned that an employee with a disability is struggling with a job task due to their condition. What is the manager’s legal obligation under the Americans with Disabilities Act (ADA)?
Dismiss the employee if they cannot complete the task
Transfer the employee to a different department
Work with the employee to provide reasonable accommodations based on a doctor’s recommendations
Ask the employee what kind of work they can do and make allowances based on that
An employer is reviewing hiring practices to ensure compliance with immigration laws. Which of the following actions would be most effective in verifying an applicant’s work authorization without violating EEOC guidelines?
Requesting that applicants provide their work authorization documents before the interview
Completing the I-9 form and verifying work authorization only after a conditional job offer is made
Asking about citizenship status during the interview
Requiring all employees to provide their social security card during the post-hire process
A company’s training program includes copyrighted materials sourced from external providers. Which law should the company follow to avoid legal issues when using these materials?
IRCA
Title VII
Title 17
HIPAA
Which law requires employers to provide a safe and healthy work environment for their employees? (Choose all that apply.)
MSHA
OSHA
HIPAA
FECA
What is the primary purpose of the WARN Act in the workplace?
To ensure that employees are notified in advance of significant layoffs or plant closings
To mandate drug testing for all employees
To protect employee health records from unauthorized access
To provide guidelines for sexual harassment policies
aPHRi Assessment Exam
What is a key challenge in global talent acquisition?
Attracting qualified candidates from around the world.
Adapting recruitment strategies to different cultures and legal requirements
Using a single job description for global roles
Limiting hiring to expatriates
What is the most important factor to consider when recruiting talent globally?
The candidate’s proximity to the company’s headquarters
Compliance with global labor laws and regulations
Offering the same salary across all locations
Compliance with local employment laws and visa requirements
How do companies benefit from a strong global talent acquisition strategy?
They attract a more diverse and skilled workforce.
They reduce the need for a local workforce.
They increase options for hiring from multiple countries.
They eliminate the need for the use of global recruitment agencies.
What role does technology play in global talent acquisition?
It makes interviews unnecessary.
It removes the need for job descriptions.
It allows for efficient screening and communication with candidates.
It narrows the candidate pool to local applicants.
What is a key focus of global risk management in organizations?
Hiring risk management brokers that are familiar with the area and culture
Identifying and mitigating potential risks across different countries
Ensuring consistent risk management strategies worldwide
Purchasing insurance to protect global workers
Which of the following is a common risk in global operations?
Child labor
Unregulated working hours
Political instability
Lack of infrastructure
Which of the following is a strategic approach to managing global risk? (Choose all that apply.)
Educating global workers on relevant risks in their area
Accepting the risk as a cost of doing business
Purchasing gap insurance to hedge against losses
Avoiding investments in high-risk regions
What is the primary goal of a learning and development program in organizations?
To help employees gain skills and grow professionally
To upskill older workers
To reduce employee workload
To better compete in the competitive market
Which of the following is a key benefit of employee training?
Increased productivity from remote workers
Improved quality and service
Improved job performance
Improved team collaboration
What is an effective way to deliver learning and development programs to a global workforce?
Using online training platforms that can be accessed anywhere
Invest in train-the-trainer programs for local facilitators
Limiting training to individual contributors and not managers
Providing training materials in the headquarters’ primary language
What is a common challenge in global learning and development programs?
Ensuring all employees have equal opportunities
Keeping employees engaged with the content
Tailoring content to meet different cultural and language needs
Catering to the many different adult learning styles
What is a functional organizational structure?
A structure where employees are grouped by geographic location
A structure where employees report to multiple managers
A structure where employees report directly to the CEO
A structure where employees are grouped by their job departmental structure
Which organizational structure is best for a company with operations in multiple countries?
Flat structure
Matrix structure
Divisional structure
Informal structure
What is the main responsibility of HR operations?
Aligning HR activities with company operations
Executing business strategy
Protecting the company from harmful risk
Managing employee performance
Which tasks fall under the scope of HR operations? (Choose all that apply.)
Creating HR programs that support the employee lifecycle
Using data to drive decision-making
Developing social media campaigns
Conducting harassment prevention training
Which of the following best defines company culture?
Company policies, procedures, and rules
The shared values, beliefs, and behaviors that shape how employees interact and work together
How employees are rewarded
The organizational structure and reporting lines
Which of the following is a key HR operational function for an early career professional? (Choose all that apply).
Setting HR goals
Processing employee payroll
Screening applicants
Maintaining HR records
What is the term used to describe the practice of ensuring employees’ values and behaviors align with the company’s values and beliefs?
Employee engagement
Cultural fit
Diversity and inclusion
Role suitability
What is the primary goal of progressive discipline in the workplace?
To provide employees with opportunities to correct behavior before severe action is taken
To apply the same level of punishment for each type of violation
To document errors for future reference
To preserve the at-will relationship between the employer and employee
A company’s HR department needs to analyze employee turnover rates, track attendance, and compile performance review data across multiple departments. Which of the following tools would be most effective for organizing and analyzing this information?
Project management software
An enterprise resource management (ERM) system
Spreadsheets
An AI program
What is the main difference between a histogram and a bar chart?
A histogram displays categorical data, while a bar chart shows numerical data.
A histogram groups data into ranges, while a bar chart represents distinct categories.
A histogram uses vertical bars, while a bar chart uses horizontal bars.
A histogram shows percentages, while a bar chart shows counts.
A company is experiencing a drop in employee morale and wants to understand the underlying reasons. They have already distributed anonymous surveys and conducted one-on-one interviews, but the feedback is still unclear and lacks depth. Which of the following would be the best approach to gain more detailed insights into the employees’ concerns?
Sending out another anonymous survey with different questions
Holding a company-wide meeting to address all employees at once
Setting up a focus group with a small, diverse group of employees to discuss their experiences
Conducting one-on-one interviews with senior management only
When posting a job opening, which of the following is a legal consideration an HR professional must account for?
Ensuring the job description is appealing to the candidates
Avoiding language that could be perceived as discriminatory
Including a list of ideal candidate personality traits
Setting a high minimum experience requirement
Which of the following would be the best tool to manage and organize information about applicants for future job openings?
Personnel files
Applicant databases
Chatbots
Cross-indexing software
Which of the following is a potential disadvantage of using employee referrals as a recruitment source?
It can lead to a lack of diversity in the workplace.
It increases the chances of hiring unqualified candidates.
It makes the recruitment process slower.
It discourages internal promotions.
Which of the following best describes PTO?
A type of leave where employees are paid for taking time off work
Unpaid leave granted to employees for personal reasons
Extra salary given for working overtime
Time off granted only for illness or medical emergencies
What is the primary purpose of data collection for salary and benefits surveys?
To compare company salary and benefits with industry standards
To determine the number of employees eligible for retirement
To calculate employee bonuses based on performance
To decide how many vacation days employees receive
Which of the following is most likely required when filing a workers’ compensation claim?
Proof the injured was employed by the company
Employee identification and work authorization
Proof of an on-the-job injury
A doctor’s note
Which of the following is considered a behavioral interview question?
“Tell me about a time when you worked through a difficult challenge.”
“What is your desired salary?”
“How are you best motivated?”
“How would your past supervisor describe you?”
Which of the following best describes succession planning in career development?
A method for helping employees be successful in their current roles
A plan to replace employees within the next 12 months
A strategy for identifying and preparing employees to fill key roles in the future
A performance improvement plan (PIP)
aPHR Assessment Exam Answers
B. The primary benefit of a matrix organizational structure is that it promotes flexibility and enables employees to work on various projects across different departments, enhancing collaboration. (A) The matrix structure can actually complicate decision-making with multiple reporting lines. (C) Streamlines communication between departments is not a direct benefit of a matrix structure, although it may improve project coordination. (D) Reduces employee supervision is incorrect, as the matrix structure typically involves more oversight due to multiple managers.
A. A key feature of a flat organizational structure is that this structure allows for quicker decision-making and more direct communication between employees and leadership. (B) Many levels of management and narrow spans of control describe a hierarchical structure, not a flat one. (C) Employees reporting to multiple managers refers to a matrix structure. (D) Teams divided by function is typical in a functional structure, not a flat one.
D. A flat organizational structure would work best for a small startup with limited staff. This structure allows for quick decision-making, direct communication, and flexibility. (A) Bureaucratic structure involves many layers of management, which is not ideal for a small, agile team. (B) Functional structure divides employees by specialized departments, which may not be necessary in a small startup. (C) Geographic structure is used by larger companies with operations in multiple locations and is not suitable for a small startup.
D. The first step in handling an employee complaint is to listen and gather information. It’s important to fully understand the issue before taking any further action, as this helps ensure that the complaint is addressed appropriately. (A) Notifying the employee’s supervisor is typically done later in the process if needed. (B) Initiating an investigation happens after understanding the details of the complaint. (C) Opening a file to set up the record is part of documentation but comes after gathering the necessary information.
B, C, D. Forecasting involves predicting future staffing requirements based on factors like company growth, industry trends, and historical data to ensure the organization has the necessary talent to meet its goals. Similarly, regression analysis is a statistical method used to find the relationship between variables, helping to predict outcomes based on past data. AI may be used to predict future staffing needs by analyzing large amounts of data, identifying patterns, and forecasting trends. (A) Benchmarking is used to compare performance against industry standards, but it’s not specifically for staffing needs.
D. The primary purpose of a job analysis in the hiring process is to identify the knowledge, skills, abilities, and other characteristics (KSAOs) required for the position. This helps ensure that candidates meet the specific qualifications needed for the job. (B) Differentiating jobs from each other is a result of a job analysis but not its main purpose. (A), (C) Analyzing for internal and external wage equity are functions of job evaluation, not job analysis.
A. Employer branding highlights the company’s culture, values, and reputation to appeal to potential candidates. (B) Online job boards and (C) job fairs are useful for posting jobs and connecting with candidates but don’t directly enhance the company’s overall image. (D) Candidate pipelines maintain a pool of potential candidates but do not focus on increasing company visibility or attractiveness.
C. Building a candidate pipeline is the most effective strategy in this situation because it ensures a steady stream of qualified candidates is ready when positions open, reducing time-to-hire. (A) Increasing job postings and (B) holding job fairs may help attract candidates but won’t provide the consistency of a well-maintained candidate pipeline. (D) Relying on internal promotions alone may not always meet the company’s staffing needs.
C. Since traditional methods are not yielding results, working with a specialized recruitment firm can help tap into a network of qualified candidates and provide targeted expertise in finding technical talent.
D. While both skills assessments and feedback are valuable, the most critical factor for a leadership role is how well the candidate’s leadership style aligns with the company’s culture and leadership needs, as this will impact team performance and organizational success. This approach also ensures that those with less traditional qualifications, such as education and experience, are equally considered, which increases diversity of leadership.
B. The most effective method for identifying why the training did not have the desired impact is to conduct post-training evaluations to gather employee feedback on the training. These evaluations allow the company to understand how employees perceived the training and whether it addressed their needs. (A) Reviewing the training content is important but won’t directly reveal employee perspectives. (C) Switching to virtual training methods may not address the underlying issue. (D) Reducing the training duration without understanding the cause of the problem may not improve engagement or performance.
D. A top priority in the change management process when implementing a major technology upgrade should be assessing employee readiness and creating a communication plan to address concerns. This ensures that employees are prepared for the changes and helps reduce resistance by keeping them informed and engaged. (A) Hiring external consultants may help with training, but it does not address employee concerns or readiness. (B) Post-training evaluations are useful but should not be the first step. (C) Moving forward without ensuring readiness could lead to more issues and delays later.
B. The tool commonly used to track employee development and measure the effectiveness of training programs is a learning management system (LMS). An LMS allows an organization to manage, track, and assess the progress of employees through various training modules. (A) Job analysis is used to evaluate the requirements of a specific role, not track development. (C) Employee performance reviews focus on evaluating job performance rather than measuring training effectiveness. (D) Post-training feedback from colleagues can provide insights but does not comprehensively track employee development like an LMS does.
D. Internal training providers are the best choice when the training needs to align closely with the company’s specific culture and strategic objectives (D). External providers may be better suited for general skills or new technology that internal staff may not be familiar with, as mentioned in (A), (B), and (C).
B. The primary goal of a change management process in an organization is to assess readiness, plan communication, and provide resources to support organizational change. This ensures that employees are prepared for and engaged in the change, reducing resistance and improving the chances of success. (A) Making small, quick changes at the top level does not encompass the broader organizational support needed for effective change. (C) Restructuring the workforce can be part of a change, but it is not the primary goal of change management. (D) Responding to external conditions is important, but change management focuses more on internal preparation and communication.
A. A suitable application of blended learning in employee training is when training is a combination of self-paced online modules and live instructor-led sessions. This approach allows employees to learn at their own pace while still benefiting from direct instruction and interaction with trainers. (B) Synchronous training with instructor support is not fully blended, as it doesn’t incorporate self-paced learning. (C) Hands-on, on-the-job training is a different method of learning, not blended. (D) Training conducted solely by external consultants without internal resources is not blended learning, as it lacks the combination of multiple learning formats.
A, B, D. An organization’s pay structure typically includes senior leader approval (A), as leaders are often involved in finalizing pay decisions. It also involves market analysis to determine competitive pay rates (B), ensuring the company offers salaries that align with industry standards. Additionally, pay structures set pay minimums and maximums (D), which define the salary range for various positions. (C) Employee performance assessments are important for determining any performance-based payout but are not a standard component of the pay structure itself.
A. HSAs are designed to be long-term savings accounts for medical expenses, allowing unused funds to roll over. (B) FSAs do not allow fund investment; only HSAs may allow growth through investments. (C) FSAs are not limited to dental expenses and can be used for a wide range of medical costs, just like HSAs. (D) It’s actually FSAs that typically require funds to be spent by the end of the year, not HSAs.
B. Employee assistance programs (EAPs) provide support services such as counseling and wellness resources that are designed to help employees with personal or work-related issues. (A) Health insurance coverage and (C) vacation pay are standard benefits, not considered fringe benefits. (D) Overtime pay is a compensation-related benefit rather than a fringe benefit, which typically includes nonwage perks like wellness programs or gym memberships.
C. A COLA adjusts salaries to reflect changes in the cost of living, ensuring employees maintain their purchasing power. (A) Offering merit-based raises only benefits high-performing employees and may not address the broader cost-of-living issue. (B) Conducting a market analysis could provide insights but doesn’t immediately resolve the cost-of-living increase. (D) Increasing performance evaluations doesn’t directly address compensation needs related to rising living costs.
B. EAPs offer valuable resources like counseling and mental health support at a relatively low cost to the organization. (A) Offering free gym memberships to all employees could be costly. (C) Remote work options may only benefit some employees, as not all jobs can be done from home. (D) Increasing the number of milestone celebrations may not provide as much value to employees and is not directly tied to wellness benefits.
D. Conducting an in-person or virtual benefits information session with clear explanations of each program allows employees to ask questions and get detailed, real-time answers. (A) Sending an email may not be as engaging or clear for all employees. (B) Including a FAQ section in the benefits packet is helpful but doesn’t provide the depth of understanding needed. (C) Adding a brief summary to the handbook offers information but may not fully resolve confusion.
