EXAM ALERTS
Since 1976, the HR body of knowledge has been completely revised four times. At other times
however, other less-comprehensive modifications have been made to the PHR exam, reflecting the
evolution of our profession.
Be sure to periodically check the HRCI website to monitor whether- and how- the PHR exam test
specifications have changed or evolved, and then modify your preparation content and stratgegy
accordingly.
No amount of study can replace practical experience. Even if you take a course, engage in selfstudy , join a study group, and complete every practice PHR question that has even been written.
The topics covered in this chapter (2)- and on the PHR exam- aren’t as straightforward as they
might seem. Don’t’ fall into the trap of thinking that a particular situation or question is a “no brainer.”
Situations that appear to be obvious or simple rarely are, especially when it comes to HR. Step back and
look for nuance and detail. Ask yourself what less-than-obvious factors need to be taken into
consideration before addressing a situation at work- or answering a PHR exam question. Remember that
organizations, like people, can’t be easily compartmentalized or explained. Look beyond and beneath
what may initially appear to be readily apparent.
Don’t be surprised if you see familiar concepts or terms used in unexpected ways-or linked to
different kinds of situations. This holds particularly true for the items identified by HRCI as “Core Areas
of Knowledge.: For instance, you may be very comfortable and familiar with using the outputs of a job
analysis to create a job description or job specifications; a PHR exam questions, however, might focus on
what it takes to conduct a job analysis, in stead of what to do with the outputs of a job analysis.
Be prepared to match to which of Maslow’s needs to the different workplace situations,
rewards, opportunities, and/or conditions to which they most closely relate.
Be prepared to identify, describe, and address case-study issues regarding both active and
passive training methods and techniques, including (but not limited to)
o Passive- Conference, lecture, presentation, and so on.
o Active- Case studies, demonstrations, facilitated discussions, exercises, role play, selfpaced study, and so on.
Be familiar with the advantages and disadvantages of each, as well as different situations in
which each approach would be most effective.
Be prepared to speak to the differences between leadership and managemetn as each pertains
to specific organizational roles, functions,a nd activities. More information about this is available in
Chapter 5. In addition, be familiar with the differences between dictatorial (authoritarian), democratic,
and laissez-faire leadership styles, and appropriate applications of each.- pg. 57]
Be aware of the benefits that can accrue to an organization that embraces diversity, offers
diversity training, and/or launches diversity initiatives. Also be well versed in the differences between
equal employment opportunity (EEO), affirmative action, and diversity. See Chapter 4, “Workforce
Planning and Employment,” for more info on EEO and affirmative action. –pg. 58
Understand and be able to articulate the difference between a positive correlation and a
negative correlation. In addition, become familiar with scattergrams and be able to indicdate whether a
particular scattergram represetnts a postive correlation, a negative correlation, or no correlation.- pg. 62