PHR cheat sheet

Strategic planning links mission, vision, values, environmental analysis, objectives, and action plans; HR aligns workforce capabilities with organizational goals.

SWOT analysis organizes internal strengths and weaknesses and external opportunities and threats to match capabilities with environmental conditions.

The balanced scorecard tracks financial, customer, internal process, and learning/growth perspectives; HR metrics can support each perspective.

ROI = (net benefit ÷ program cost) × 100, where net benefit = total benefit − total cost.

Break-even point in units = fixed costs ÷ (price per unit − variable cost per unit).

Lewin's change model describes unfreezing, changing, and refreezing; change efforts include communication, stakeholder involvement, and reinforcement of new behaviors.

Merger and acquisition due diligence reviews compensation liabilities, benefit plan obligations, union contracts, and key talent retention risk.

HR metrics linked to business outcomes include revenue per FTE, labor cost percentage, turnover cost, and time-to-productivity.

Workforce planning gap = forecast required workforce − projected available workforce; the gap may be addressed through recruiting, development, redeployment, or reduction.

Turnover rate = (separations during the period ÷ average headcount during the period) × 100.

Time-to-fill = days from requisition approval to candidate acceptance; time-to-start adds onboarding lead time.

Cost per hire = total recruiting costs ÷ number of hires.

Selection validity is the correlation between test scores and job performance; reliability is the consistency of scores over time or across raters.

Four-fifths rule: a protected group's selection rate below 80% of the highest group's rate may indicate adverse impact.

Structured interviews use job-related, consistent questions and rating scales; they reduce bias and improve predictive validity compared with unstructured interviews.

Realistic job previews provide balanced information about the role and organization and can reduce early turnover.

Employer value proposition states the rewards, culture, and opportunities an employer offers in exchange for employee contributions.

Training needs assessment identifies gaps at organizational, task, and individual levels before learning design begins.

ADDIE consists of Analysis, Design, Development, Implementation, and Evaluation; evaluation findings inform revision.

Kirkpatrick's four levels are reaction, learning, behavior, and results; each level requires different evidence.

The 70-20-10 model estimates about 70% experiential learning, 20% social or coaching learning, and 10% formal training.

Learning transfer is supported by practice, feedback, manager support, and opportunities to apply skills on the job.

Training ROI = (monetary benefits − training costs) ÷ training costs × 100.

Competency models define the knowledge, skills, abilities, and behaviors required for success in roles.

Subject matter experts validate content accuracy; instructional designers structure learning activities and assessments.

Total rewards includes compensation, benefits, work-life effectiveness, recognition, performance management, and talent development.

Job evaluation determines relative internal value of jobs; market pricing determines external competitiveness.

A pay grade groups jobs of similar value into a pay range with a minimum, midpoint, and maximum.

Compa-ratio = employee base pay ÷ pay range midpoint; a ratio of 1.0 means pay at the midpoint.

Range penetration = (employee pay − range minimum) ÷ (range maximum − range minimum).

FLSA exempt employees are not eligible for overtime; exempt status depends on salary-basis and duties tests, not job title.

Incentive plans pay for results against goals and may be individual, team, or organizational.

Pay equity analysis compares pay for similar work while controlling for legitimate factors such as experience, performance, and tenure.

Employee engagement reflects discretionary effort and commitment; survey scores, participation, and retention data are common measures.

Progressive discipline typically moves from verbal warning to written warning, suspension, and termination, with documentation at each step.

Just cause discipline considers notice, investigation, consistency, and proportionality of the penalty.

A grievance procedure is a formal process, often with steps and time limits, for resolving employee complaints.

Collective bargaining negotiates wages, hours, and terms of employment between an employer and union representatives.

Weingarten rights allow union-represented employees to request union representation during investigatory interviews that may lead to discipline.

Mediation uses a neutral third party to help parties reach agreement; arbitration uses a neutral party who issues a binding decision.

Employee relations metrics include grievance rate, absenteeism, turnover, and engagement scores.

Risk management identifies, assesses, controls, and monitors risks; controls may be preventive, detective, or corrective.

Risk assessment estimates likelihood and impact; high-likelihood and high-impact risks receive priority for control.

OSHA requires workplaces free of recognized hazards; employers must report fatalities and certain severe injuries within required timeframes.

Workers' compensation provides medical, wage replacement, and rehabilitation benefits for work-related injuries and illnesses in exchange for limits on employee lawsuits.

Emergency action plans specify evacuation routes, alarm systems, employee roles, communication methods, and drill procedures.

Business continuity planning prepares critical operations for disruption; disaster recovery focuses on restoring IT systems and data.

Incident investigation identifies root causes and corrective actions rather than only assigning blame.

HIPAA protects health information; employers safeguard confidential employee health data and limit access on a need-to-know basis.

Safety committees review hazards, incidents, and safety program effectiveness.