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Course Details

Human Resources Guidebook - A Comprehensive Reference - Second Edition (Course Id 929)

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Author : Steven Bragg, CPA
Status : Production
CPE Credits : 20.0
IRS Credits : 0
Price : $149.95
Passing Score : 70%
NASBA Technical: Yes
Primary Subject-Field Of Study:

Management Advisory Services - Management Advisory Services for Course Id 929

Description :

The course describes how to plan for the appropriate staffing and skill levels in a business, as well as how to design jobs and tailor recruiting campaigns to attract the correct types of candidates. There is extensive coverage of employee development, including career development, training programs, and succession planning. The course also notes the many types of compensation and benefits, as well as their tax implications, and finishes with coverage of legal issues, including discrimination, related laws, and records management requirements.

Usage Rank : 0
Release : 2016
Version : 1.0
Prerequisites : None.
Experience Level : Overview
Additional Contents : Complete, no additional material needed
Additional Links :
Advance Preparation : None.
Delivery Method : Self-Study.
Intended Participants : Anyone needing Continuing Professional Education (CPE).
Revision Date : 03-Feb-2016
NASBA Course Declaration : Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam.
Approved Audience :

NASBA QAS - NASBA Registry - 929

Keywords : Management Advisory Services, Human, Resources, Guidebook, Comprehensive, Reference, Second, Edition, cpe, cpa, online course
Learning Objectives :

Course Learning Objectives

    • Cite the circumstances under which shared services can be used in human resources.
    • Note the uses to which job rotation can be put, as well as the best utilization system for dealing with top talent.
    • Identify the uses of job descriptions, and how they are compiled.
    • Note the factors that must be incorporated into workforce planning.
    • Recall the human resources planning response to a decline in sales.
    • Cite the tools used to recruit for job candidates, as well as to avoid the need for recruiting.
    • State the techniques used to locate those job applicants that are the best fit for a position.
    • Recall the ways to avoid discrimination claims arising from an interview.
    • Note the effects that can skew an interviewer in favor of a particular candidate.
    • Identify the methods available for rapidly assimilating new employees.
    • Identify the techniques available for improving the work environment, as well as their advantages and disadvantages.
    • Note the content of a personal development plan.
    • Cite the characteristics of a person on the leadership track.
    • Note the role of succession plan administration.
    • Identify the techniques used to improve the effectiveness of training.
    • Define the types of ranking systems used in performance evaluation.
    • State the objectives associated with terminating employment.
    • Recall the topics covered with an employee when he or she is terminated.
    • Cite how compensation positioning is used to set compensation levels.
    • Note the compensation problems associated with the piece rate system.
    • Recall the nature of the compensation issues for an exempt employee.
    • Identify the tax issues associated with employee benefits.
    • Identify the nature of a defined contribution retirement plan.
    • Recall the characteristics of phantom stock.
    • Note the criteria for determining the status of a contractor.
    • Recall the actions that can be taken to manage an unemployment experience rating.
    • Note the issues associated with a use it or lose it provision for earned vacation time.
    • Identify the different types of working condition benefits.
    • Note the negative effects of cutting compensation and shifting benefits costs to employees.
    • Note the methods used to compile the various labor-related budgets, and the uses of each budget.
    • Identify when certain payroll-related taxes are more likely to be recognized during a calendar year.
    • State the reasons why employees might want to join a union, and the process flow of the union certification process.
    • Note the filing process for an unfair labor practice claim.
    • Recall the management role for the industrial relations staff.
    • Identify the protected classes under anti-discrimination laws.
    • Cite the roles of the federal agencies tasked with monitoring discrimination and affirmative action issues.
    • Identify the laws governing discrimination and the availability of insurance coverage for terminated employees.
    • Note the situations in which various human resources metrics should be used.
    • Define the types of record keeping needed to document equal employment and other federal laws.
    • Identify the types of documentation used for the different types of warnings.
    • Recall the methods used to prevent unauthorized access to personnel records.
    • Note the methods available for destroying personnel records.

Chapter 1
Introduction to Human Resources

Cite the circumstances under which shared services can be used in human resources.

Chapter 2
Human Resources Strategy

Note the uses to which job rotation can be put, as well as the best utilization system for dealing with top talent.

Chapter 3
Job Analysis

Identify the uses of job descriptions, and how they are compiled.

Chapter 4
Workforce Planning

• Note the factors that must be incorporated into workforce planning.
• Recall the human resources planning response to a decline in sales.

Chapter 5
Recruitment

Cite the tools used to recruit for job candidates, as well as to avoid the need for recruiting.

Chapter 6
Applicant Evaluation and Selection

• State the techniques used to locate those job applicants that are the best fit for a position.
• Recall the ways to avoid discrimination claims arising from an interview.
• Note the effects that can skew an interviewer in favor of a particular candidate.

Chapter 7
Employee Assimilation

Identify the methods available for rapidly assimilating new employees.

Chapter 8
The Work Environment

Identify the techniques available for improving the work environment, as well as their advantages and disadvantages.

Chapter 9
Career Development

• Note the content of a personal development plan.
• Cite the characteristics of a person on the leadership track.

Chapter 10
Employee Training

Identify how training comprehension can be improved.

Chapter 11
Succession Planning

Note the role of succession plan administration.

Chapter 12
Performance Evaluation

Define the types of ranking systems used in performance evaluation.

Chapter 13
Termination of Employment

• State the objectives associated with terminating employment.
• Recall the topics covered with an employee when he or she is terminated.

Chapter 14
Employee Compensation

• Cite how compensation positioning is used to set compensation levels.
• Note the compensation problems associated with the piece rate system.
• Recall the nature of the compensation issues for an exempt employee.

Chapter 15
Employee Benefits

• Identify the tax issues associated with employee benefits.
• Identify the nature of a defined contribution retirement plan.
• Recall the characteristics of phantom stock.
• Note the criteria for determining the status of a contractor.
• Recall the actions that can be taken to manage an unemployment experience rating.
• Note the issues associated with a use it or lose it provision for earned vacation time.
• Identify the different types of working condition benefits.

Chapter 16
Cost Reduction Concepts

Note the negative effects of cutting compensation and shifting benefits costs to employees.

Chapter 17
Human Resources Budgeting

• Note the methods used to compile the various labor-related budgets, and the uses of each budget.
• Identify when certain payroll-related taxes are more likely to be recognized during a calendar year.

Chapter 18
Labor Unions

• State the reasons why employees might want to join a union, and the process flow of the union certification process.
• Note the filing process for an unfair labor practice claim.
• Recall the management role for the industrial relations staff.

Chapter 19
Discrimination Issues

Cite the roles of the federal agencies tasked with monitoring discrimination and affirmative action issues.

Chapter 20
Laws Impacting Human Resources

Identify the laws governing discrimination and the availability of insurance coverage for terminated employees.

Chapter 21
Human Resources Metrics

Note the situations in which various human resources metrics should be used.

Chapter 22
Records Management

• Define the types of record keeping needed to document equal employment and other federal laws.
• Identify the types of documentation used for the different types of warnings.
• Recall the methods used to prevent unauthorized access to personnel records.
• Note the methods available for destroying personnel records.
Course Contents :

Chapter 1 - Introduction to Human Resources

Topic Overview

Human Resources Job Description

The Feedback Role

The Predictive Role

The Human Capital Reallocation Role

The External Role of Human Resources

Human Resources Organizational Positioning

Human Resources Shared Services

Employee Leasing

Chapter 2 - Human Resources Strategy

Match to Corporate Strategy

Match to Corporate Culture

Job Rotation Strategy

Contract Workers

Incentives Linkage to Strategy

Top Talent Management

Organizational Structure

Hierarchical Organizational Structure

Decentralized Organizational Structure

Divisional Organizational Structure

Organization Branding

Chapter 3 - Job Analysis

The Need for Job Descriptions

Job Analysis

Job Titles

Success Attributes

Job Sculpting

The Employer-Employee Alliance

Job Analysis Frequency

Chapter 4 - Workforce Planning

Overview of Workforce Planning

Attrition Planning

Skill Matching

The Overtime Conundrum

Recruiting Time

The Ramp-up Interval

The Relocation Option

Outsourcing

Technology Innovations

Projects versus Full-Time Employment

Organizational Structure

Training Considerations

Downturn Considerations

Acquisition Considerations

Divestiture Considerations

Workforce Planning Effectiveness

Chapter 5 - Recruitment

Recruitment Alternatives

Job Specifications

Recruitment Timing

Recruitment Principles

Recruitment Marketing

Broadcasting

Refining the Broadcasting Concept

Broadcasting for Bulk Hiring

Blind Ads

Newspaper/Magazine Ads

The Search Firm

Internal Hiring

External Hiring

The Part-Time Staffing Option

The Internship Option

College Recruiting

The Return-to-Work Option

Poaching

The Ex-Offender Option

Communications with Applicants

The Recruitment Database

Recruitment Management

The Recruitment Feedback Loop

Chapter 6 - Applicant Evaluation and Selection

The Job Application

Resume Analysis

Telephone Screening

Interview Preparation

Conducting the Interview

Executive Interviews

Tryouts

Applicant Testing

Criteria Analysis

Reference Checks

Additional Searches

Applicant Evaluation

The Job Offer

Speed

Verbal Offer

Offer Deadline

Negotiations

Offer Letter

The Employment Contract

The Rejection Letter

The Feedback Loop

Chapter 7 - Employee Assimilation

Prior to First Day

First Day

General Employee Orientation

Departmental Employee Orientation

Employee Manual

Manager Involvement

Periodic Reviews

Chapter 8 - The Work Environment

Flexible Work Hours

The Compressed Work Week

Shift Trading

Job Sharing

Working from Home

Snowbird Seasonal Employment

Permanent Part-Time Work

Alternative Location Arrangements

The Work Space

Rule Minimization

Management Training

Employee Recognition

Feedback Loop

Chapter 9 - Career Development

The Need for Career Development

The Development Plan

Alternative Career Paths

Mentoring

Reverse Mentoring

Job Shadowing

The Leadership Track

Job Rotation

Coaching

Chapter 10 - Employee Training

The Need for Training

Types of Training

Fine-Tuning Training

Employee Turnover and the Training Investment

Measuring the Results of Training

The Administrative Side of Training

Chapter 11 - Succession Planning

The Succession Planning Concept

The Pooling Concept

The Well-Rounded Candidate

The Insertion of Outsiders

Employee Departures

Chapter 12 - Performance Evaluation

The Performance Evaluation Process

The Traditional Annual Review

Improvement of the Annual Review

Immediate Feedback

Continual Goal Setting

Improve Performance Goals

Common Review Period

Time Allowance

Separate the Compensation Discussion

Balanced Appraisal

Two-Way Conversation

Initial Focus on Positive Aspects

Emphasis on Results

Discussion of Failures

Prepare Improvements List

End on Positive Note

Dealing with Hostility

Consistent Template Usage

Use Separate Documentation of Poor Performance

Performance Appraisal Methods

Rating Scales

Essay Reviews

Self-Appraisal

Behavioral Expectations

Paired Comparisons

Critical Incidents Analysis

360-Degree Reviews

Management by Objectives

General Appraisal Issues

The Nature of Performance Criteria

Performance Improvement Plans

Chapter 13 - Termination of Employment

Firing Employees

Guarding Against Lawsuits

The Downsizing Process

Outplacement Firms

The Voluntary Termination

Retirement Options

The Exit Interview

Chapter 14 - Employee Compensation

Compensation from the Human Resources Perspective

The Difference between Salaries and Wages

The Work Week

Compensation Development

Setting Compensation Levels

Setting Pay Ranges

Salary Compression

Unstructured Compensation

Broadbanding

Individual Compensation Considerations

Expatriate Compensation

The Outcome of Minimal Compensation

The Cash or Stock Option Alternative

Commission Plans

Commissions Based on Cash Receipts

Final Commission Calculations

Hourly Rate Plan

The Minimum Wage

Piece Rate Pay

Overtime Pay

Compensation for Travel Time

Salaries Paid for Partial Periods

Bonus Plans

Golden Parachute Payments

Chapter 15 - Employee Benefits

Adoption Assistance

Athletic Facilities

Cell Phones Provided by Employer

Child Care

De Minimis Benefits

Disability Insurance

Educational Assistance

Employee Assistance Programs

Employee Discounts

Flexible Spending Accounts

Health Savings Account

Life Insurance

Loans to Employees

Lodging on Business Premises

Meals

Medical Insurance

Medical Insurance - COBRA

Medicare

Moving Expense Reimbursement

No-Additional-Cost Services

On-Site Services

Pension Plans

Defined Contribution Plan

Defined Benefit Plan

Personal Retirement Account

Paid Time Off

Retirement Planning Services

Sabbaticals

Sick Leave

Social Security

Stock Options

Phantom Stock

Stock Purchase Plans

Transportation Benefits

Tuition Reduction

Unemployment Compensation

Vacation Benefits

The Amount of Vacation Time

Use it or Lose it Provision

Earned Vacation Time Reporting

Wellness Programs

Workers’ Compensation Insurance

Working Condition Benefits

Vehicles

Education

Outplacement Services

Other Benefits

Benefit Authorization Form

Taxability of Benefits

Benefits Plan Administration

Communication of the Benefits Plan

Chapter 16 - Cost Reduction Concepts

Proactive Hiring Solutions

Temporary Cost Reductions

Permanent Cost Reductions

Productivity-Based Solutions

Benefit Cost Sharing

Benefit Reductions

Benefit Limitations

Benefit Swaps

Benefit Aggregation Concepts

Benefit Terminations

Workers’ Compensation Issues

Corporate Wellness Programs

Eligibility Audits

Employee Existence Audits

Benefit Cost Administration

Other Cost Management Concepts

Total Labor Cost Analysis

Timing of Compensation and Benefit Changes

Chapter 17 - Human Resources Budgeting

The Compensation Budget

The Treatment of Hourly Pay and Overtime

The Benefits Budget

The Headcount Budget

The Link between Budgets and Bonus Compensation

The Direct Labor Budget (Traditional Method)

The Direct Labor Budget (Crewing Method)

The Direct Labor Budget for Manufacturing Cells

The Cost of Direct Labor

Anomalies in the Direct Labor Budget

Compensation without a Budget

Chapter 18 - Labor Unions

The Labor Union Concept

Collective Bargaining

The Two-Tier Wage System

Unfair Labor Practices

Grievances

Strikes

Strategy and Tactics: Union Perspective

Strategy and Tactics: Company Perspective

Industrial Relations

Chapter 19 - Discrimination Issues

The Protected Class Concept

Categories of Employment Discrimination

Bona Fide Occupational Qualifications

Equal Employment Opportunity

Equal Employment Opportunity Commission

The Employer Information Report EEO-1

Retaliation

Affirmative Action

Interviewing Issues

Applicant Testing

Medical Examinations

Genetic Tests

Polygraph Tests

Credit Checks

Sexual Harassment

Expansion of the National Origin Protected Class

The English-only Rule

Ex-Offender Hiring

The Flextime | Part Time Conundrum

Termination Decisions

Chapter 20 - Laws Impacting Human Resources

Anti-Discrimination Laws

Age Discrimination in Employment Act (1967)

Americans with Disabilities Act (1990)

Civil Rights Act (1964)

Equal Pay Act (1963)

Genetic Information Nondiscrimination Act (2008)

Lilly Ledbetter Fair Pay Act (2009)

Older Workers Benefit Protection Act (1990)

Pregnancy Discrimination Act (1978)

Uniformed Services Employment & Reemployment Rights Act (1994)

Consolidated Omnibus Budget Reconciliation Act (1986)

Employee Retirement Income Security Act (1974)

Fair Labor Standards Act (1938)

Family and Medical Leave Act (1993)

Federal Unemployment Tax Act (1939)

Immigration Reform and Control Act (1986)

Rehabilitation Act (1973)

USA Patriot Act (2001)

Worker Adjustment and Retraining Notification Act (1988)

Chapter 21 - Human Resources Metrics

Overview of Human Resources Measurements

Position Fulfillment Speed

Unfilled Requisitions Ratio

Recruiter Effectiveness Ratio

Yield Rate

Selection Ratio

Intern Conversion Ratio

Cost per Hire

Employee Replacement Cost

Accession Rate

Employee Turnover

Absenteeism and Sick Leave Usage

Annualized Compensation per Employee

Net Benefits Cost per Employee

Sales per Person

Profit per Person

Administrative Staff Ratio

Ergonomic Injury Rate

Outsourcing Cost Effectiveness

General Management Measurements

Chapter 22 - Records Management

Human Resources Records

Records for Warnings

Records for Contingent Workers

Record Security

Records Destruction

Glossary

Management Advisory Services Course 929 Home: https://www.cpethink.com/practice-management-cpa-courses
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