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HRCI PHR (PHR ) Practice Tests & Test Prep by Exam Edge - Topics


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Understanding what is on the HRCI PHR exam is crucial step in preparing for the exam. You will need to have an understanding of the testing domain (topics covered) to be sure you are studing the correct information.

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There is no doubt that this is a strategic step in achieving certification and advancing your career.

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HRCI Professional in Human Resources Exam Blueprint

Understanding the exact breakdown of the HRCI Professional in Human Resources test will help you know what to expect and how to most effectively prepare. The HRCI Professional in Human Resources has 150 multiple-choice questions The exam will be broken down into the sections below:

HRCI Professional in Human Resources Exam Blueprint
Domain Name % Number of
Questions
Business Management 20% 30
Talent Planning and Acquisition 16% 24
Learning and Development 10% 15
Total Rewards 15% 23
Employee and Labor Relations 39% 59

HRCI Professional in Human Resources - Exam Topics Sample Questions

HR professionals should be familiar with all methods of talent acquisition and employee engagement and retention practices and knowledge. Which of the following is not an example of internal recruitment strategy?

Correct Answer:
job rotation


when hr professionals consider strategies for bringing new skills and competencies into the organization, they typically categorize these strategies under either internal or external recruitment. internal recruitment involves filling vacancies with candidates from within the organization, while external recruitment involves seeking new employees from outside the organization.

internal recruitment strategies are beneficial as they can boost employee morale by providing career advancement opportunities, help retain institutional knowledge, and reduce recruitment costs and times. examples of internal recruitment strategies include job postings, transfers, and promotions:

- **job postings**: this is a common internal recruitment strategy where the open positions are advertised internally to allow existing employees the chance to apply. this method helps in identifying current employees who are looking to advance their careers or move laterally within the organization.

- **transfers**: transferring employees from one department to another or from one geographic location to another within the same organization can also be considered an internal recruitment strategy. transfers are generally used to fill vacancies, match employee skills with job requirements, or address workforce imbalances.

- **promotions**: promoting employees to higher positions is another key internal recruitment method. this not only fills vacancies at higher levels but also serves as a motivation tool for other employees, demonstrating that hard work and loyalty are rewarded.

on the other hand, **job rotation** is not typically categorized as a recruitment strategy. instead, it is a talent and employee development method. job rotation involves moving employees through a variety of positions within the organization to give them a broader understanding of the business, enhance their skills, and keep them engaged. the primary goals of job rotation include professional development and employee retention, rather than filling vacancies caused by job openings.

thus, when considering which of the options listed—job rotation, job posting, transfers, promotions—is not an example of an internal recruitment strategy, the correct answer is job rotation. job rotation is more about employee development than about filling open positions within the organization.

Which of the following statements about external equity in pay is least accurate?

Correct Answer:
employee perceive that their responsibilities, rewards, and work conditions are fair when compared with those of other employees in similar positions in the same company.
the question asks for the statement that is least accurate about external equity in pay.

the first statement discusses the use of salary surveys to determine if compensation and benefits are comparable to similar roles in other organizations. this is accurate as external equity in pay is about ensuring that the pay rates in your organization are competitive with what other employers are offering for similar roles. salary surveys are a common tool used to gather this information.

the second statement suggests that external equity involves employees perceiving their responsibilities, rewards, and work conditions as fair when compared with other employees in the same company. however, this is a misunderstanding of the concept. this description actually refers to internal equity, which is about fairness in pay within the same organization. external equity, on the other hand, involves comparisons of pay between different organizations, not within the same organization. therefore, this statement is not accurate.

the third statement asserts that creating a compensation structure that starts with competitive base pay is critical. this statement accurately reflects the concept of external equity. external equity involves ensuring that the base pay rates are competitive with what other employers are offering for similar roles in other organizations.

the fourth statement reminds us that it is important to ensure that the key responsibilities and goals of the roles being compared are similar, as is the sector the organization is aligned with. this is also an accurate statement about external equity. when comparing pay rates between different organizations, it's important to compare roles that have similar responsibilities and objectives, and are in the same or similar sectors.

in conclusion, the second statement is the least accurate about external equity in pay as it describes internal equity, not external equity.