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For a career in human resources or recruitment, check out these certifications. HR professionals have a wide range of responsibilities, and there are different ranks of HR employees. If you want to move up in the ranks of the HR department, an HR certification may be the key. HR certification is an ideal way for employers to gauge employee performance and dedication to keeping up with HR trends. Employers may also offer higher pay and higher employee ranking to those with an HR certification. When deciding to earn an HR certification, understand the different types of certification options as well as the advantages and disadvantages of each type of HR certification. There is a broad range of responsibilities that fall to HR professionals. The right certification can help you rise in the ranks. Many of us think of HR as the people in charge of filling open positions within an organization, but it's much more than that. Talent acquisition is just one aspect; many HR professionals are also tasked with employee onboarding and training, gauging performance, administration of employee compensation and benefits, and higher-level policy and strategy development. These responsibilities are integral to the success of an organization, and achieving a respected certification helps you prove you've got the chops to handle the job. Benefits of HR certification Earning an HR certification is an ideal way to show professional achievements, which may also help with career advancements. HR certification provides many benefits for both employees and employers: Employee benefits HR certification provides employee dedication to their HR career as well as their interest in staying updated with the latest trends. Certification provides a perception of competency, qualifications and that the person is capable of performing at a higher level. HR certification helps with group decision-making among peers because the certified employee's feedback may be given more consideration. Employees with HR certification are often considered for better opportunities, higher salary and company advancements. Employer benefits Certification allows for easier selection when finding qualified candidates for an HR position. HR certification can help organizations determine whether an employee can perform at an acceptable level within their position. Certifications encourage employees to perform in a better way with skills that are up to date. Top 5 certifications, by the numbers The following table lists top HR and talent acquisition certifications and the number of open positions on a single day that call for the certification specifically or experience with the subject matter. This isn't a scientific analysis in which every job description is examined, just an overall glance at search numbers. Job site search results CertificationSimply HiredLinkedIn JobsTotalCertified Professional in Learning and Performance (CPLP)128142270Professional in Human Resources (PHR)2,8652,1244,989Senior Professional in Human Resources (SPHR)2,0031,6493,652SHRM Certified Professional (SHRM-CP)1,0801,2402,320SHRM Senior Certified Professional (SHRM-SCP)7448251,569The following sections provide details of the top HR and talent acquisition certifications according to job site searches as well as other certifications that didn't make the top five but are still noteworthy. Certified Professional in Learning and Performance (CPLP) The Association for Talent Development (ATD), formerly the American Society for Training & Development, claims to be the world's largest association geared toward the training and development profession. ATD offers the CPLP and the newer Associate Professional in Talent Development (APTD) credentials. To qualify for the CPLP, you must have four to five years of work experience, depending on your level of education. CPLP certification requires you to pass a knowledge exam and a skills application exam. ATD members pay a $900 registration fee; the nonmember cost is $1,250. See the CPLP Candidate Handbook for complete details. Professional in Human Resources (PHR) The PHR, offered by the HR Certification Institute (HRCI), aims at those responsible for HR management and program implementation while ensuring adherence to applicable U.S. laws and regulations. The three-hour PHR exam, available through Prometric, covers workforce planning and employment, employee and labor relations, compensation and benefits, HR development, business management and strategy, and risk management. You must have at least one year of professional HR experience with a master's degree, two years of experience with a bachelor's degree, or four years with a high school diploma. The single exam costs $395 plus a $100 application fee, and the certification is valid for three years. Senior Professional in Human Resources (SPHR) Another HRCI certification, the SPHR, covers many of the same topics as the PHR, but with a focus on strategy and policymaking. The experience requirements are more stringent: Candidates must have at least four years of professional HR experience and a master's degree, or increasing levels of experience with a bachelor's degree or high school diploma. As with the PHR, candidates must pay a $100 application fee and $395 for the exam. SHRM Certified Professional (SHRM-CP) The Society for Human Resource Management, or SHRM, is a member-based organization that offers two competency-based certifications: the SHRM-CP and the SHRM-SCP, which is covered in the next section. In addition to usual HR tasks, a SHRM-CP must understand policy implementation and strategy and service delivery. The SHRM-CP has specific work/education requirements, starting with three or four years of experience for those with less than a bachelor's degree. (See the SHRM-CP page for details.) The four-hour exam has 160 questions, which include a mix of knowledge items and situational judgment items. The exam is available during two annual windows of time – spring and winter – and SHRM members pay $300 (the nonmember price is $400). Senior SHRM Certified Professional (SHRM-SCP) The SHRM-SCP recognizes HR professionals with advanced knowledge of HR strategy, particularly how those strategies meet organizational goals. An SHRM-SCP acts as an HR lead and is experienced in dealing with employee performance metrics and alignment with key performance indicators (KPIs). Work/education requirements for the SHRM-SCP start with six or seven years of experience for those with less than a bachelor's degree. The rest of the details, such as exam length, number of questions and cost, are the same as for the SHRM-CP. What else? AIRS offers the Certified Internet Recruiter (CIR), the organization's most widely recognized talent acquisition credential, and a number of other certifications, including the Advanced Certified Internet Recruiter (ACIR) and the Professional Recruiter Certification (PRC). Some other sources of HR and talent acquisition certifications are the Talent Management Institute, the National Association for Health Care Recruitment and the National Association of Personnel Services. Even LinkedIn has its own credential, the LinkedIn Certified Professional – Recruiter. It hasn't gained a lot of traction on job search sites yet (even LinkedIn Jobs), but that may be due in part to its lack of a unique abbreviation. If you use the LinkedIn Recruiter tool a lot, keep your eye on this one.

With the “Great Resignation”, the “Great Reshuffle”, and millions of workers moving to remote and hybrid environments, HR teams continue to manage the complexities of 2021. This disruption differed from previous labor market changes. According to a recent McKinsey article and research report, 36 percent of workers who quit in the past six months did not have a new job offer in hand. The report linked these departures to the massive supply of jobs, and a likely underestimation from employers about how difficult the pandemic continues to be for millions of workers. To attract and retain talent and build an adaptable culture, HR department leaders will look to expand learning and development to stay competitive in the year ahead. They’ll need to involve senior leadership to strategically offer upskilling, reskilling, and a focus on soft skills to prepare their companies for success in a changing world. Upskilling and the Great Resignation There’s a training gap within corporate America between the amount spent on training and employees’ usage and satisfaction with that training. In 2020, U.S. corporations spent an estimated $165 billion on learning and development. However, according to a Harvard Business Review report, 70 percent of employees said they are not taught skills they need to perform their job. This, of course, doesn’t mean training isn’t necessary, it means it needs to be more intelligent and targeted because the capital investment in it is not producing impactful results. Companies need training and upskilling to provide workers new opportunities, advance their careers internally, and combat the effects of the Great Resignation. Upskilling can also help employees perform their current jobs more efficiently and with greater satisfaction. To achieve these goals, companies need advanced learning platforms that leverage video instruction and are customized to the needs of different teams or business units. Online learning and the anytime access it offers can be the best way to transition away from management and employees focusing on training completion to individual empowerment and business improvements. Companies should also offer a wider range of courses, from a broad selection of business, communications, and soft skills to a more specific curriculum on everything from accounting, analytics, and coding. Continual Learning and Reskilling In 2022, we’ll see a growing emphasis on eLearning, upskilling, and reskilling. Companies should encourage their workers to engage in continual learning, even if that means they lose some top performers to other jobs. With continual learning in place, there’s a greater chance the employee will become more embedded and use the expanded education and training to access new opportunities and positions within the organization. And, as employees remain longer with their companies, their experience and performance levels will increase, which brings value to the brand, improves customer relationship management, and drives growth. As demand for reskilling and upskilling grows, HR departments will need to increase their related efforts in parallel. They need to manage various qualifications, skill sets, and processes throughout the organization to identify gaps and weaknesses, and push new training agendas and platforms forward. HR teams need to understand when and where situations call for upskilling (often in cases where automation or other factors won’t eliminate the job), or when reskilling is necessary to move a valuable employee into a new role. Doing this well requires HR leadership to share data transparently on employee skill sets, spot adjacent complementary skills that might otherwise remain hidden, and allow for broader, more flexible career pathways. This kind of fluid, proactive approach can better encourage employees’ adaptation to changing market and business needs and inspire them to seek out and embrace new skills development. Soft Skills Remain Vital The changing definition of “work”, including remote jobs and flexible career paths, reinforces the need to improve soft skills. Recruiters and hiring managers are well aware of the erosion of soft skills caused by consistently shifting workforce models, courtesy of the pandemic. In a post-pandemic world of digital transformation, collaboration, and virtual connections, it will be vital for workers to sharpen their interpersonal communication, collaboration, and empathy skill sets. Automation is also driving away many process-based and hard-skill tasks that can be performed with greater accuracy and scale when automated. Soft skills encourage workers to collaborate with others and better navigate changes in both the workplace (shifting to remote work) and within an industry. At the same time, HR teams will need to examine their company cultures to identify what they consider as the most desirable employee attributes and if certain skills are more relevant to specific areas or departments. Whether that’s agility, empathy, relationship building, communication, emotional intelligence, or a blending of various other skills, HR can then pair the desired soft skills with the appropriate learning and development program. Soft skills training offers a host of benefits. It builds adaptability and resiliency in challenging conditions, which is a characteristic strength of companies that survived and even thrived in the pandemic. Active listening is another soft skill that enables workers to improve communication with each other and with customers. By stressing active listening skills across a company, communication is more effective, and productivity improves across the board. HR teams should encourage active listening training for all employees, especially leadership who might be struggling with the Great Resignation. These leaders need to engage their active listening skills to understand employees’ unfilled needs, so they have the context to make sustainable changes that improve retention and growth. Improved communication skills help every facet of the organization, especially with the rapid expansion of remote work. Effective communication avoids productivity-killing confusion, gives workers purpose and direction, and creates a positive, healthier trust-based culture. The learning and development trends for 2022 and beyond correlate to broader workplace changes, including remote work, greater flexibility, reassessment of the meaning of work, and the need for a more collaborative employer/employee dynamic. Leadership needs to push forward with the kinds of strategic skills development and training that helps their workers embrace where they are, engage and succeed going forward, and drive long-term, bottom-line success.

As we continue to move through the Covid-19 global pandemic, the leadership skills practiced by senior executives have had to change and evolve. The ability to effectively navigate uncertainty has become paramount. Great leaders have been able to reimagine their work and have found new ways to motivate, engage, and inspire their employees. Despite all these adaptations, none have been more important than the ability to show empathy and compassion for employees. Compassion is about impacting people through communication, social awareness, and what I call “relational intelligence.” Relational intelligence is the ability to successfully connect with people and build strong, long-lasting relationships. When put into practice, it enables leaders to effectively engage and interact with people from different backgrounds, cultures, and experiences. It helps managers understand and appreciate the different interests, values, and beliefs of their people. It creates cultures where employees gain empathy for, and an understanding of, people who are different from one another. Relational intelligence is more than just possessing good social skills or EQ. EQ is about having the self-awareness to understand one’s emotions, the emotions of others, and knowing how to effectively manage emotions. EQ plays a role in understanding other people, but it is not the only factor when it comes to building successful relationships. Relational intelligence is also more than being charismatic, extroverted and outgoing, or being politically savvy. It is not a personality trait or disposition. It is not something that you are born with. Relational intelligence is a set of skills that anyone can learn, develop, and refine over time. There are five essential skills that make up relational intelligence. These skills build upon one another as you become more involved with other people and form lasting relationships. 1. Establishing Rapport: Establishing rapport allows people to create an initial connection. It sets the stage for two people to develop an affinity and appreciation for each other. It can be instantaneous or developed over a short period of time. It’s based on two critical factors – enjoyable interactions and personal connections. There are various factors at play when establishing rapport with people. Some of these include: the choice of words you use, perceptions of different types of people, non-verbal cues and body language, your own self-perceptions, the use of humor, and unconscious biases. Relationally intelligent people who are skilled at establishing rapport know how to make others feel important and understood. 2. Understanding Others: Building strong relationships is a process. It doesn’t happen overnight. You must invest time, energy, and commitment to make a relationship grow. Understanding others is critical to relational intelligence because it allows leaders to identify the things that are most important to others. The foundation of understanding others comes from a strong sense of self-awareness and EQ. Active listening also plays an enormous role in how you build relationships with people. It is an acquired skill. It is about being curious and inquisitive. You have to ask questions and draw information out from others. Relationally intelligent leaders know how to ask deep probing questions. They show empathy and relatability. They are intentional about putting in time and effort to learn about others. They know that understanding others is a continuous process that takes place over time. 3. Embracing Individual Differences: Our differences are what make each of us unique. Leaders who are experienced at accepting peoples’ differences possess higher levels of social skills and are more effective communicators. You cannot build sustainable, long-term relationships without this skill. Embracing individual differences ties directly into diversity, equity, and inclusion. It is about embracing diversity of thought. It means being mindful about individual differences including age, gender, race, ethnicity, sexual orientation, religious beliefs, education, and culture. Relationally, intelligent people are tolerant. They have a favorable attitude towards people who are different from them. They create environments of psychological safety where people can be vulnerable with one another. If you truly want your relationships to thrive, sharing your vulnerabilities is a critical driving factor for intimate connection. 4. Developing Trust: Trust is the most critical part of relational intelligence. It starts with acknowledging and accepting who you are as a person. Have you done the work to truly understand yourself? What motivates you? What makes you tick? What inspires you? Where do you get your energy and passion from? Once you get truthful with yourself, you can be truthful with others. Developing trust is about honesty, integrity and showing up consistently for people. It’s about honoring your commitments and possessing good character traits. It’s also about being open and transparent. Relationally, intelligent leaders understand the concept of reciprocity. They continually make deposits into “the bank account of trust.” This involves taking risks and exposing yourself to the actions and behavior of others. When trust is damaged or destroyed, relationships end. 5. Cultivating Influence: Trust opens the door for influence. Cultivating influence is about having a positive and meaningful impact on others. At the core, relationships are meant to enhance the quality of our lives. When you build relationships deeply enough, you help others develop and grow. Relationally, intelligent people understand that cultivating influence is directly tied to strong leadership. The heart and soul of effective leadership is about the influence and impact that you have on others. It is not about manipulating or using people to achieve your desired outcomes. It is not about being self-centered or narcissistic. Cultivating influence can only happen when relationships are built on a solid and stable foundation. When put into action, relationally intelligent leaders build strong cultures of engagement. Their people have higher levels of job satisfaction. Employees become committed to demonstrating behaviors that promote the growth of their organizations. So, why does relational intelligence matter now? It matters because we are coming out of a global pandemic, where people have been mostly isolated and alone. Leaders and their employees have become accustomed to working remotely and living through video conferences and calls. We have lost the art of human face-to-face connection that is so desperately needed for relationships to flourish. Relational intelligence is also important given the social justice challenges that took place in 2020. Diversity, equity, and inclusion is not just a fad. It is here to stay. Relationally intelligent leaders embrace people no matter where they come from; no matter what their backgrounds, customs, or beliefs are. Lastly, relational intelligence is important today because it is about authenticity. Authentic leaders are servant leaders. They show up for their employees. They believe that the growth and development of people is the highest calling of leadership.

There are so many out there, we’re sharing 10 of our favorite sources for HR articles. Check out these 10 sites that we have bookmarked! 1. Evil HR Lady: Evil HR Lady posts articles featuring her thoughts and musings on HR issues, often with real life examples, and also answers questions from and provides advice to HR professionals and people seeking guidance in dealing with their HR department. At SpriggHR, we believe goal setting is key to employee engagement and organizations achieving their goals, so we love this blog post that helps break down the key steps in helping employees write meaningful goals. 2. The HR Gazette: The HR Gazette’s easy to read format and pulse on the latest HR issues is fantastic and free for HR professionals. Looking for news and opinion on employment law, recruitment, learning, strategy or HR tech? Look no further than the Gazette! 3. HRreview: An old favorite of Sprigg. HRreview has been producing award-winning HR articles for around a decade. This site provides great international perspectives and attracts HR decision makers from around the world. 4.Systematic HR: Systematic HR is a blog located on the point at which HR and technology intersect. The blog deals primarily with HR technology and innovations, keeping its readers up to date on the technology available and the best practices involved with its usage. One topic top of mind today is data security and privacy. This article is a good reminder of data security issues to keep top of mind when downloading reports. 5. HR Bartender: HR Bartender is the blog of Sharlyn Lauby, an HR professional turned consultant. Sharlyn shares her insights on not only HR, but also on the workplace in general, and how to create the sort of culture necessary for a company’s success. 6. HR Ringleader: HR Ringleader strives to help HR employees think outside the box in every aspect of the business, from innovating HR-Employee-Client relationships, to giving advice on making presentations more interesting. In addition to her HR articles, she also offers awesome podcasts that you can listen to on your commute. One of our favourite podcasts is HR Technology Implementation Myths. 7. No Excuses HR: No Excuses HR is all about helping its readers take action, enabling them to change the workplace and company for the better by not putting off difficult decisions and dealing with important problems as they arise instead of allowing them to pile up. Jay is to the point and he has a personal style that feels like he’s in your head. His article on Remote Leader Life will resonate with many of you who may be looking to move to a remote work model in the future. 8. The HR Daily Advisor: The HR Daily Advisor is considered by many to be one of the most unique HR resources available. This blog features free daily updates on news and advice as well as providing daily tips to HR professionals around the world. We like this article on choosing the right HR tech solution for your organization. 9. Workology: This is a blog with the latest tips, trends and tools for HR professionals. The site is led by Jessica Miller-Merrill, a former HR executive turned entrepreneur and speaker. In addition to thought provoking HR articles and great tools, Workology also has a series of podcasts on a variety of topics as well as interviews with HR Leaders across some of the world’s leading corporations. 10. Re:Work: Interested in data-driven HR and some of the latest practices out of Silicon Valley? Google’s re:Work site includes blogs on their latest research, guides and case studies on OKRs, people analytics and more. One of the areas getting a lot of buzz is people analytics. Check-out the People Analytics Guide which outlines step-by-step the question you should ask, how to choose your data and metrics and telling the story behind the statistics before springing into action. Conclusion Creating a team charter is an effective and feasible way to ensure alignment with corporate and/or team objectives and help to drive both individual and company success.

Stumbling over the pronunciation of an employee's, client's or customer's name can be more than a workplace faux pas. When it occurs repeatedly—especially after the person provides the correct pronunciation—it becomes a microaggression, according to experts, and can lead to people being excluded in the workplace. A recent NameCoach online survey of 1,060 individuals in the U.S. found that: 74 percent said they struggled with correctly pronouncing names at work. 22 percent said they didn't introduce another person because they didn't know how to pronounce the person's name. 16 percent said they didn't talk to a co-worker because they didn't know how to pronounce the co-worker's name. 13 percent said they didn't call on someone in a meeting because they didn't know how to pronounce the person's name. 10 percent said they botched a big sales opportunity when they mispronounced a prospect's name. People react differently to having their name mispronounced: 25 percent of people of color felt discriminated against when this happened, 21 percent of Hispanic people felt unimportant, 19 percent of Asian people felt self-conscious, and 50 percent of white people did not care. "People's names have so much significance—from their ancestors, families, religions. They have such connection and bearing on their identity," said Rita Kohli, associate professor and equity advisor at the University of California, Riverside. She also serves as coordinator of the University's Ethnic Studies Pathway Program. She and Daniel Solorzano, professor and inaugural director of the Center for Critical Race Studies in Education at the University of California, Los Angeles, studied the experiences and impact of mispronouncing the names of students of color from kindergarten through high school. Some had their names changed by teachers and peers, the researchers found; others felt pressure to change their names. The result: Students stopped raising their hands, some didn't attend their own graduations and others became socially withdrawn to avoid associating with their name, Kohli said. Madhumita Mallick, head of inclusion, equity and impact at New York City-based Carta, recalled in an article for Fast Company how her name became a source of anxiety even when she was a grade-school student. She was assigned unwanted monikers such as Pita and Mohammed, and over time she gave up trying to tell teachers, supervisors and others how to pronounce her name, she wrote. She ended up shortening her name to Mita. "The workplace is a different context," Kohli acknowledged, "but there are many implications that are still relevant. And while our study was about students of color, the consequence … cuts across all races/cultures." What Employers Can Do Flubbing someone's name seems to happen a lot. Many respondents—276—said they had their name mispronounced in an interview and about the same number said this happened in a customer meeting, NameCoach found. It also occurs at all levels of an organization—from the receptionist to the HR manager to the chief executive officer. Those who most often flub someone's name are department managers (20 percent), HR managers/chief culture officers (15 percent) and chief executive officers (9 percent), according to the NameCoach survey. "In spite of all the investment in diversity and inclusion, in subtle but impactful ways we can still make people feel like an 'other,' " NameCoach founder and CEO Praveen Shanbhag, said in a news release about the findings. Respondents included individuals who worked full time or part time and who were self-employed or unemployed. "Getting someone's name right," he said, "should not be optional." Not everyone is open to learning correct pronunciations—19 percent of respondents indicated in the NameCoach survey that people with difficult-to-pronounce names should be open to having a nickname, and 9 percent said employers should avoid hiring people with difficult names. However, there are actions employers can take to demonstrate inclusiveness: Use pronunciation tools. Voice of America news agency has an online pronunciation guide. Employers can use a new LinkedIn feature to check a job candidate's profile to learn how to properly pronounce the person's name. Similar tools are available from Chrome, Slack and Google. Slightly more than one-fourth (28 percent) of respondents in NameCoach's survey said they would like more user-friendly tools integrated into workplace platforms such as Zoom and Slack. Provide employees with a recorded list of names of everyone in the company. Require employees to learn how to properly pronounce names they may find challenging. "If we want to create ethical work cultures where people feel welcome, included and can be themselves," Kohli said, "we have to respect all aspects of their identities—not just what they can produce for the company. This involves asking how someone says their name, learning and owning your own limitations to pronunciation, [and] not deflecting the burden back to the person whose name you don't yet know how to say."

While news about the coronavirus dominated headlines in 2021, many businesses continued important work in diversity, equity and inclusion (DE&I)—though others found their efforts falling short. A report showing organizations are not holding themselves accountable for DE&I initiatives was SHRM Online's most-read DE&I article this year, followed by the announcement of the creation of a new federal holiday celebrating the end of slavery in the United States. Another top news item was accounts of violence and discrimination toward Asian-Americans, including in the workplace. Here are the top five DE&I articles that caught readers' eyes: 1. Report: Most Companies Are 'Going Through the Motions' of DE&I Corporate attempts to improve DE&I are falling short, according to new research that raises serious doubts about traditional approaches to the business and social issues surrounding DE&I. "Roughly 80 percent of companies are just going through the motions and not holding themselves accountable," according to the report, Elevating Equity: The Real Story of Diversity and Inclusion. The report is based on survey responses from 804 HR professionals working in a range of industries as well as interviews and one-on-one conversations about the findings with leaders around the world. Researchers mapped 84 DE&I practices to determine the five essential strategies and 15 practices that have the greatest impact on business, organizational and workforce outcomes across all industries, geographies and company sizes. Organizations tend to resort to legacy tactics of bias training, diversity recruiting, and programs that sometimes backfire and contribute to more division than unity, according to the report. 2. Juneteenth Now a Federal Holiday President Joe Biden signed a bill June 17 making June 19—Juneteenth—a federal holiday. Most federal employees will have it as a paid day off; workers at some private employers, including Allstate, Citigroup, JC Penney, Nike, Target and Twitter, already do. Others likely will follow the federal government's lead. Juneteenth commemorates Union troops' arrival in Galveston, Texas, in 1865, where they began enforcing the Emancipation Proclamation that President Abraham Lincoln issued on Jan. 1, 1862. Texas was the last Confederate state forced to free enslaved people of color. The Emancipation Proclamation was limited in many ways, according to the National Archives. Most importantly, the freedom it promised depended upon a Union military victory for enforcement. The U.S. House of Representatives voted 415-14 on June 16 to create the 12th federal holiday—the first since Martin Luther King Jr. Day was established in 1983. The Senate unanimously passed a similar bill on June 15. Biden called the establishment of Juneteenth as a national holiday a very important moment in U.S. history. SHRM RESOURCE HUB PAGE Overcoming Workplace Bias 3. Advancing Racial Equity in the Workplace Racial bias in the workplace costs U.S. businesses $54.1 billion annually in increased absenteeism, $58.7 billion in lost productivity and $171.9 billion in turnover, according to Society for Human Resource Management (SHRM) research. Black employees are most at risk for experiencing bias, followed by Latino-American and Asian-American employees. Even employees who don't directly experience bias are negatively impacted by observing others being treated unfairly. "There has been a collective awakening as more people become aware of how pervasive discrimination and bias are," said Evelyn Carter. She is director of training and people development at Paradigm Consulting, a San Francisco-based organization that focuses on DE&I. "We are at a pivotal moment when organizations must answer an important question: How will they restructure their workplaces to truly advance racial equity and inclusion?" Carter said. HR has a pivotal role to play in answering that question. 4. Asian-Americans Face Violence, Workplace Discrimination Law enforcement officials are investigating possible motives in the March 16 shooting rampage across three Atlanta-area spas that left eight people dead, including six women of Asian descent. The alleged shooter's reason for the workplace killings is unclear, though many in the community believe it was racially motivated. Sen. Tammy Duckworth, D-Ill., and other congressional leaders on March 21 called for a "deeper investigation" into the Atlanta shootings and anti-Asian hate crimes in America, including attacks on elderly people in California. As the coronavirus pandemic rolls into its second year, discrimination against Asian-Americans continues. From 2019 to 2020, anti-Asian hate crimes rose by nearly 150 percent in 16 of the largest cities in the U.S. Early in the pandemic, SHRM Online reported on bigotry perpetuated by people falsely blaming Asian-Americans for the virus. Many of these incidents happened in the workplace.

What's your New Year's resolution for 2022? Clean out the closets? Take up a new sport? Save more money? For some, the first days of the year are also a time to tackle work-related goals. Read on to learn what some HR professionals hope to accomplish on the job in 2022. Make Time to Recharge "My New Year's resolution is to be intentional on allocating one day each month for self-development, reflection and/or spending time in nature. These are important to me in recharging but unfortunately, I often forget to carve out time." —Desiree Carpenter, manager of talent for Milwaukee-based National Business Furniture. Use Wellness Benefits "I'm resolving to participate in and take advantage of the benefits offered to employees. For me, this means taking time away from the office, on vacation, and truly disconnecting in order to recharge. I know that I cannot pour from an empty cup! Traliant is implementing a wellness program, and working out is important for both physical and mental well-being. "In 2022, I resolve to leverage the wellness platform to continue to exercise on a regular basis. I know this will help me manage any stress and increase my productivity!" —Maggie Smith, SHRM-CP, vice president of HR for compliance training platform Traliant, headquartered in Manhattan Beach, Calif. Make Work/Life Balance a Priority "For my work as a head of people, 2021 was a continuation of 2020. Most people have no idea how strongly the pandemic affected human resources. [The] last one and a half years, I was keeping my nose to the grindstone. The new situation required learning a mass of new skills. I had to make many difficult decisions, including staffing and reorganization of the whole HR team. Pandemic turbulence coincided with the significant growth of our startup, so I had plenty to do. I really enjoy my work but I'm not a machine. For a long time, I felt stressed. "Therefore, my top work-related New Year's resolution for 2022 is to keep a healthy work/life balance. I learned how to work in the pandemic reality, now I want to focus on my mental well-being. A friend of mine recommended [to] me a series of trainings, so that would be my first step." —Bartek Boniecki, head of people for Passport Photo Online, headquartered in Białystok Poland. "Working from home blurs the lines between the workday and home life. It is increasingly easy to find oneself checking e-mails and working on tasks at odd hours. For 2022, I will be working on having more dedicated boundaries between home and work. My hope is that making a conscious effort to have dedicated work hours and workspaces within my home will allow me to better delineate time and attention for myself and my family." —Elizabeth Watson, HR coach for Rochester, N.Y.-based Paychex. Focus on Worker Well-Being "As we approach nearly two years of work during a pandemic, among other HR-related challenges such as the Great Resignation and managing a new area of hybrid work, focusing on employee well-being has never been more important. My New Year's resolution for 2022 is to continue providing easy access to mental health benefits for all of Zendesk's employees globally, incorporating comprehensive offerings that cater to a diverse set of needs. It's also critical that we continue to normalize mental wellness and remove the stigma attached to mental health." —Evangeline Mendiola, director of global benefits and well-being for San Francisco-based Zendesk. Devote Quality Time to Employees … "My 2022 work-based resolution is to spend as much time as possible in front of our employees around the world. As the new chief people and culture officer at Mitel, and after nearly two years of not being able to travel due to the pandemic, I am determined to spend quality in-person time with our greatest asset—our people. From the shores of the U.S. to Europe and India, 2022 is a year to truly reconnect with our people." —Paul Gregory, senior vice president, chief people and culture officer, Mitel, headquartered in Ottawa, Ontario, Canada. … And Employee-Hopefuls "In 2022, I'd like to be more responsive to applicants and job seekers when they send inquiries or seek feedback regarding how the interview went. As recruiters and hiring managers, we tend to focus exclusively on candidates who are shortlisted or make it to the next round, but I have realized it is equally important to engage applicants who don't make the cut. Over the past year, I have tried to personally respond to as many queries as possible, and I'd like to see that number go up in the coming year." —Joe Flanagan, senior employment advisor for Los Angeles-based Velvet Jobs. Encourage Open Discussion "My New Year's resolution is to find a way to encourage more open discussions in the workplace and encourage employees to be able to be their own true self at work. We spend the majority of our life working, and to have to hide your true self at work must be exhausting. I believe if we encourage our colleagues to be themselves, this will encourage a more open culture and we will see the benefits in increased collaboration and productivity." —Gwenan West, head of people and talent at HR software provider CIPHR, headquartered in Milton Keynes, England. Create an Equitable Hybrid-Work Model "One of my resolutions for 2022 is to evaluate and ensure an equitable company culture in the new hybrid-work model. The traditional model of being in office from 9 a.m. to 5 p.m., five days per week, is gone for good. At Nakisa, we envision offices that will primarily provide a place to meet—specifically for the purpose of live collaboration and brainstorming—to be used by employees as needed. Reorganizing our company for a hybrid model requires careful planning and preparation, as well as considerations of the impact on company culture. "Maintaining a friendly and joyful culture with minimal in-person connection entails rethinking our best practices and discovering new and innovative ways of doing things. Keeping employees engaged in a hybrid environment, offering equal opportunities for professional growth regardless of work location and fostering a unified team is my top goal for the upcoming year." —Tara Varjavandi, vice president, HR at Nakisa, headquartered in Montreal. Help Others "Become a mentor. When starting out in the HR field, I was fortunate enough to have several mentors that guided me along the way—providing advice, direction and support when needed. Next year I hope to do the same for an up-and-coming HR professional, passing on the advice that was once bestowed upon me. "Volunteer. Similar to becoming a mentor, I also want to volunteer in my community. There's a plethora of opportunity to give back to organizations—[the] Humane Society, Habitat for Humanity, food shelters, etc. "I often think about how great this world would be if everyone gave a little bit of their time to help those less fortunate." —Diane Cook, SHRM-SCP, HR specialist for Baltimore-based ResumeSeed.

Virtual Onboarding: 7 Tips for Welcoming Remote Employees Employee onboarding impacts everything from employee engagement to productivity. So how do you effectively onboard new hires on a remote team? When it comes to helping new hires feel engaged and supported, the first week is critical. Research shows that employees with adequate support during onboarding are 54% more productive. But in a remote work environment, creating a positive onboarding experience can be challenging. Organizations must adopt new strategies to ensure new employees not only feel prepared to take on their new role, but also welcomed into the company culture. Here's 7 tips for building an effective onboarding experience from the first day and beyond. Send a Welcome Gift (before the first day) Want to make a positive first impression on new remote employees? Send them a welcome kit! A box filled with thoughtful gifts will help your new hire feel excited to start and reinforce your company culture. Treat the welcome kit as a way to communicate your company's story and values. You can express your commitment to employee development by including a book that will help their professional growth. Or, promote health and wellness through items like water bottles or step tracking devices. Fun knick-knacks to decorate a home office, like a small succulent, desk calendar, or notepad, are thoughtful gifts for any remote worker. And company swag (like T-shirts and water bottles) helps virtual team members feel connected to your culture, even from a distance. Inside your welcome kit, be sure to include a personalized note sharing why you are excited to have your new team member on board, along with a reminder to share a post about the new gig on LinkedIn. Welcome new hires with a personalized onboarding gift Introduce New Hires to the Team On your employee's first day, give them a warm welcome by sharing an introduction to them on your team's internal communication platform (Slack, Microsoft Teams, Cooleaf, etc.). In your post, include the new team member's professional background, some info on their new role, and a photo. Want to make your warm welcome a little more interactive? Collect three facts from each new hire, two truths and one lie. Involve the rest of the team by allowing them to guess which is the lie. At the end of the day, the new hire can reveal the answer and share his or her story. Welcome new virtual team members and introduce them to the team Leverage Employee Recognition Starting a new position can be tough. Show your employees that you appreciate their decision to join the team with a thoughtful shout-out or thank-you at the end of their first week. Even if your new team member has only just started learning the ropes, you can still thank them for asking great questions, sharing their perspective, or simply having a positive attitude. Be sure to include specific details in your message to make it more impactful. Recognize new team members to help them feel at-home In Cooleaf, new employees automatically receive a welcome recognition when they join the platform. Managers can also issue custom spot awards to team members for living company core values and going above and beyond. Create a Virtual Onboarding Buddy Program In addition to one-on-one check-ins with their manager, regular communication with a supportive team member can go a long way towards helping new team members feel like they're part of the team. Building a new hire buddy system for virtual onboarding will create immediate connection between new team members and help drive employee engagement in the long-term. A new hire buddy can be someone on the same team as the new employee, or someone from another team. During the new employee's first month, they should meet with their onboarding buddy over Zoom (or another video conferencing tool) at least once a week, and be available to answer questions over a communication channel like Slack. Over time, check-ins with the virtual onboarding buddy can be reduced to once or twice a month. Use Virtual Events to Foster a Sense of Belonging In an office setting, employees might get to know their team members by going out to lunch or attending an after-work happy hour. But in a virtual environment, getting to know new employees can be challenging. Along with more formal training sessions, host virtual activities to help new team members feel more socially connected. Virtual events are also a great way to introduce new employees to your company culture and reinforce company values. Even a simple getting-to-know-you icebreaker game can be powerful. With Cooleaf, you can easily schedule and award points for unique virtual activities from our team challenge library. For example: Virtual scavenger hunts (share fun photos from around your home or neighborhood) Virtual coffee dates (get to know employees on other teams through one-on-one chats) Talent show challenges (share hobbies and talents through photos or videos) Virtual happy hours (organize virtual meet-ups and award points for participation) Health & wellness challenges (compete in a step challenge or share healthy recipes) Welcome new hires with fun virtual events Encourage Feedback with Pulse Surveys Pulse surveys are a powerful tool to track and measure new hire satisfaction. In a hybrid or remote workplace, you can leverage pulse surveys to get feedback on your hiring process, onboarding materials, employee inclusion, and more. Send onboarding surveys at key moments in the employee journey, such as the first week, then at 30 days, then at 90 days. It's important to remember that engagement surveys are just a first step in building a collaborative and supportive work environment. Taking quick action to respond to feedback is key for a positive employee experience. Cooleaf partners with you to deploy onboarding surveys, track engagement over time, and address issues proactively. Get feedback from new hires with automated pulse surveys Provide Ongoing Learning & Development Opportunities 74% of employees feel that they don’t receive adequate development opportunities at work. That goes for remote employees as well as in-person workers. To ensure that your new employee has access to ongoing learning and development opportunities from day one, leverage performance incentives and e-learning tools to help employees grow and upskill. Virtual onboarding can be difficult. But with a strategic virtual onboarding strategy, new team members will feel engaged and supported from their very first day. 4 Ways to Create a Sense of Belonging with a Remote Team Remote Teams 4 Ways to Create a Sense of Belonging with a Remote Team It’s difficult to foster a sense of belonging at work – and in a remote work environment, it’s even harder. Here’s how to promote a culture of belonging and inclusion in your virtual team. Read Story Melissa Perry Melissa Perry 5 Remote Team Building Activities for Employee Engagement Remote Teams 5 Remote Team Building Activities for Employee Engagement Remote teams are here to stay. How do you translate in-person team building activities to remote life? Read on for five ideas on keeping people feeling connected and motivated while working from home.

With the vaccination drive in full swing in the country and high optimism on the economic recovery, the hiring of blue collar workers is resurging as 70 per cent of employers polled in a survey said they have resumed recruitment. Of the 70 per cent employers polled in the second edition of OLX People Survey, nearly 16 per cent said they are hiring 100 per cent of capacity, while 54 per cent are hiring up to 50 per cent of capacity. About 60 per cent of employers stated that they have .. Read more at: https://economictimes.indiatimes.com/jobs/70-employers-resume-hiring-for-blue-collar-jobs-survey/articleshow/82066635.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst

Member TypeApplication FeeAnnual DuesChartered Professional in Human Resourcesn/a$555.00General Member$65.00$400.00Student Memberwaived$60.00Industry Partner Memberwaived$750.00 All fees and dues are subject to applicable taxes according to the member’s province of residence. In BC and Yukon, all fees and dues are subject to 5% GST. Annual membership dues are payable on a one-year period basis commencing on the member’s admission date and every successive anniversary date. Such membership dues are considered fully-earned, are not transferable (unless an Industry Partner Member), non-refundable, and ineligible for suspension or postponement (in instances of maternity leave or work separation for example). Other CPHR BC & Yukon fees such as the NKE Registration Fee are likewise considered fully-earned; eligible however for deferral upon communication with the Registrar. Industry Partner memberships are based on a calendar year and are payable no later than January of the calendar year. CPHR Member Dues become payable on the date a member is granted the CPHR designation. Become a member today! Does your employer pay your membership dues? Use this template letter to request reimbursement of your CPHR BC & Yukon membership dues from your employer. Member Types Chartered Professional in Human Resources (CPHRTM) Chartered Professional in Human Resources members are actively maintaining their CPHR or FCPHR designation. Membership includes the right to vote, hold elected office and access volunteering, professional development and networking opportunities. You must be a current General or Student member in order to embark on the CPHR path. To transfer your CPHR designation from another association to CPHR BC & Yukon, you must complete and submit the CPHR Membership Application Form and also contact your current association for the transfer of your CPHR records. If you wish to earn and/or maintain the CPHR designation but you reside outside of BC and the Yukon, please contact cphr@cphrbc.ca for information on non-resident membership options. General Member General Members are engaged in the practice of human resources or have a professional interest in the mission of the association. General membership includes the right to vote, hold elected office and take advantage of volunteering, professional development and networking opportunities. CPHR BC & Yukon General Members are eligible to apply for the Chartered Professional in Human Resources (CPHR) designation. Student Member Student Members are individuals enrolled in two or more courses per semester in any degree or diploma program in a recognized post-secondary institution. Any students enrolled in programs accredited by CPHR BC & Yukon are automatically eligible for student membership. Student member pricing is intended to alleviate some of the costs associated with membership for those who intend to progress to a professional membership upon graduation*. Proof of current student status must be supplied at time of application and renewal.  Proof of current student status is either an unofficial transcript, confirmation of current registration or a letter confirming enrollment details. All documentation must be on the post-secondary’s letterhead and include the student’s name, program title and course details. *Student members, upon graduation from a program, will receive a 50% discount on their general or professional membership dues for the first-year post-graduation (New Graduate Membership). For an individual to access this post-graduation discount, CPHR BC & Yukon records must show that they have held a student membership for a minimum of 12 months. Learn more about CPHR BC & Yukon Student Connections. New Graduate Member CPHR BC & Yukon recognizes the importance for new graduates to stay connected to their profession at a time which can often be financially challenging as they start their career path. The Association offers a special one-time reduced membership fee of $200 to existing CPHR BC & Yukon Student Members for their first membership renewal following post-secondary graduation. The New Graduate rate only applies to students who were already Student Members of CPHR BC & Yukon before graduation. Those joining for the first time as new members after graduation must join as General Members, even if they are in their first year after graduation. All privileges of General Membership are included. New Graduate Members are eligible and encouraged to begin the process to apply for the Chartered Professional in Human Resources (CPHR) designation. If a new graduate is already a CPHR Member, the regular CPHR Member fees will apply. However, the New Graduate rate will apply to members who are CPHR Candidates. Retired Professionals CPHR BC & Yukon members that are fully retired from human resources practice and have been members of the Association or have held the CPHR designation for at least five continuous years immediately prior to retirement are eligible for discounted member dues of $60/year. All privileges of general membership are included. If applicable, the CPHR designation changes to CPHR Retired. Please contact membership@cphrbc.ca for more information. Industry Partner Member Industry Partner Members are individuals from organizations that recognize the impact human resources has on business outcomes. These members may not be HR professionals themselves, but work for companies that provide products and services to HR professionals and are connected to the practice of Humans Resources. Industry Partner Membership gives an individual and their company influence within the HR community and recognition as a supporter of strong professional people practices. Industry Partner Members are permitted to display the CPHR BC & Yukon logo on the company’s website and marketing materials. Learn more about additional benefits of becoming an Industry Partner Member.