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Find the Right Fit Using Competency-Based Interviews

Posted on Thu, Oct 31, 2013 @ 10:10 AM

competency based interviewsMany of us rely on the traditional interview format and for good reason. It’s been around forever, we understand it and both interviewer and interviewee are comfortable with it.

Yet the traditional interview is not without problems:  the most glaring is the fact that anyone with a little motivation and a decent set of social skills can pick up a how-to book, memorize the script(s) and feed interviewers the “right” answers. Another problem with the traditional format is that our interview questions, while not particularly unique, often vary from one candidate to the next. As a result, the interviewer’s objectivity, fairness, and thoroughness are often questionable.

Find the Right Fit Using Competency-Based Interviews

There are a few alternatives to the traditional interview, but we’d like to talk about the Situation-Task-Action-Result (STAR) interview technique. In this format, interviewers ask competency-based questions about a candidate’s past behavior to assess how s/he is likely to perform in the new position.

It’s not entirely infallible, of course, but often the best predictor of future behavior is what we’ve done in the past. Keeping this in mind, STAR interview questions are framed by the following criteria:

1: A situation or task. The candidate should be able to:

  • Describe a situation or problem and the context in which it arose (including when and where the situation occurred and who else was present).

  • Describe a task and ideas for solving the problem.

2: The action taken in response to the situation or task. The candidate should be able to:

  • Describe the steps taken.

  • Describe the obstacles that had to be overcome.

3: The results or outcome of the actions. The candidate should be able to highlight the outcomes or experience gained.

Because interviewers are looking for behavior patterns based on the candidate’s real-life experiences, interviewees cannot “wing” their answers or simply repeat pre-generated answers they read from a how-to book.

Although you’ll want to create unique questions relevant to the open position, we’ve provided a few examples of what STAR questions might look like. These questions come from Tom Denham’s article, “50 behavioral-based interview questions you might be asked.”

  • Describe a time on any job in which you were faced with stresses which tested your coping skills.  What did you do?

  • Tell me a time in which you had to not finish a task because of a lack of information.  How did you handle it?

  • Give an example of a time in which you had to be relatively quick in coming to a decision.

  • Relate a time in which you had to use your verbal communication skills in order to get an important point across.

  • Describe a job experience in which you had to speak up to be sure that other people knew what you thought or felt.

 

 

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, career success, competency-based interviews

15 Ways Principals Can Improve Communication with Students

Posted on Wed, Oct 23, 2013 @ 13:10 PM

principalsLast week we shared five tips to help principals better communicate with students, parents and teachers. We’d like to continue the conversation, but focus specifically on improving communication with students. As you well know, intergenerational communication can be tricky business. Nonetheless, we believe there are simple steps principals—and any educator for that matter—can take to bridge generation gaps.

15 Ways Principals Can Improve Communication with Students

  • Be mindful when you speak and write. Words, both good and bad, have a long—sometimes indefinite—shelf life

  • Avoid using absolutes like “never” and “always.” Instead, describe what you see, hear and feel

  • Don’t be afraid to share your own experiences with students. Self-disclosure is a useful tool for opening up lines of communication

  • Never use words to belittle any child’s dreams

  • Students often lack the experience to put their problems into perspective. Help them contextualize their struggles without minimizing them

  • Keep in mind that students usually communicate better one-on-one or when they are in smaller groups

  • Use straight talk instead of jargon, shock talk or phony “studentese”

  • Our culture uses a lot of double-talk: We say one thing out of politeness (“No, let me pay for it” or “You really shouldn’t have gotten me that”) but actually mean the opposite. Younger students don’t understand these nuances. Avoid them and just say what you mean

  • Students are often unable to articulate how they feel. Help them define their feelings, if necessary

  • Eye contact, nodding your head and smiling go a long way

  • Be clear about expectations. Don’t expect students to “just get it”

  • Nothing unnerves students quite as much as superficial, authoritarian answers like “That’s just the policy.” Provide real answers to their questions

  • Make sure your mouth, eyes and body are all saying the same thing

  • Step out from behind your desk and remove physical barriers between you and the student when speaking to him or her

  • Forget about what a principal is “supposed” to look and act like. Be you.

Many of these tips have been adapted from Robert Ramsey’s book, How to Say the Right Thing Every Time: Communicating Well With Students, Staff, Parents, and the Public.

 

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Topics: Educational Leadership Degree, Educational Leadership Master's Programs, effective principal, career success, Becoming an effective principal, aspiring school administrator, New Principals

Breaking into HR: 5 Tips for Aspiring HR Professionals

Posted on Fri, Sep 27, 2013 @ 15:09 PM

HR professionalHuman Resource Management is a growing field. It’s also becoming more and more competitive, but that doesn’t mean aspiring HR professionals should be discouraged from pursuing it. It simply means that you’ll have to take strategic and proactive measures if you want to distinguish yourself from the pack. While our tips are by no means comprehensive, there are five critical steps anyone who wants to pursue a career in HR should take. 

Breaking into HR: 5 Tips for Aspiring HR Professionals

Get educated
We wouldn’t go so far as to say that finding an entry-level position in the HR field is impossible without an undergraduate degree—but it is extremely rare. And even if you are lucky enough to find a position, opportunities for advancement will be limited. The first step, then, is to pursue an education.

Keep in mind, though, that not all HR programs are created equal, so start by doing your research. A recent guide published by the Society for Human Resource Management (SHRM) points out that “Until recently, there was no standard on what courses should constitute an HR major”; for that reason, many of these programs “may lack the business emphasis required of HR professionals.” Before you apply, ensure that the curriculum is consistent with industry practice and that it aligns with SHRM standards.

Use internships and real-world work experiences to your advantage
According to a recent SHRM publication:

  • 67 percent of U.S employers offered jobs to their interns at the end of the internship
  • 76 percent of HR practitioners require between one and five years of HR-related work experience to secure an entry-level HR job

As you pursue an education, look for internships. Real-world experience will not only give you a sense for what HR professionals do, it will help build your resume, give you credibility, and may even land you a job.

Don’t stop at internships
Internships are important, but it is equally important to get involved with the people in your college or university program. Speak to your professors about research and TA opportunities; network with your peers and join your school’s SHRM chapter. In addition to this, attend HRM conferences, submit articles to publications, and look for opportunities to present your scholarly work.

What to look for in an organization
Before you start applying for your first position, do your research: Every company has a unique management philosophy, work style, environment, and HR department. Since you’ll be administering these programs, ensure that the company’s ethics and practices align with your own. Browse the company’s website to see what kind of story it tells about itself. Doing this will not only save you and the company time in the long run, it will help you make a more informed decision about where you do and don’t want to work.

Where to look for jobs
Finding a company that “fits” can be tricky, so we suggest turning to your local business journals and HRM publications for advice. Business journals often publish information about workplaces. Fortune and Business Ethics both publish annual lists of the “100 Best Companies to Work For,” so look for these. Newspapers and magazines are also a good place to look since they often profile local companies.

 

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, career success

5 tips to help HR professionals take the “difficult” out of “difficult conversations”

Posted on Fri, Sep 20, 2013 @ 13:09 PM

hr professionalKids, especially young ones, are connoisseurs of the “Tough Conversation.” Why? Because they don’t have to play by the rules. They’re honest—more specifically though, they can get away with being honest.

I can’t count the times I’ve been in a public space and overheard a child declare, “Mommy, that man looks like a woman,” or “Mommy, why does that woman have all those ugly tattoos?” all within earshot of the child’s hapless victim.

Adults, those of us in the HR profession…we don’t have it so easy. While we can’t promise to take the “difficult” entirely out of the equation, we do think that the following five tips will make difficult conversations less difficult.  

5 tips to help HR professionals take the “difficult” out of “difficult conversations”

Figure out what you want first
I once tried selling an old Fender guitar to a dealer. I knew what I paid for it, but when the shop owner asked me what I wanted for it, I went blank. When I asked him what he’d give me for it, the conversation ended. “I’m not going to make an offer without you telling me what you want for it,” he said. The lesson I learned from this experience directly ties into what I’m about to say about conversations in the workplace.

You can’t have a meaningful conversation if you don’t know what you want. You may have to think about this, write it out, or talk it through with a friend, but you should always have a road map in your head for what you want.

Be emotionally present
Commonplace knowledge about communication often suggests that we leave emotions outside the front door. But as Henry Cloud and John Townsend suggest in their book, How to Have That Difficult Conversation You've Been Avoiding, being present means “being in touch and in tune with our own feelings as well as those of the other person.”

In other words, being present means that you are giving the other person what you are asking him or her to give to you. As Cloud and Townsend put it, “You want the other person to be ‘there’ with you. That’s why you’re confronting the problem in the first place. So how can you be ‘there’ what you are having a conversation?”

Skip the blame game
Many conversations are difficult simply because we focus our energy in the wrong place: trying to figure out who is to blame. In their book, Difficult Conversations: How to Discuss What Matters, Douglas Stone and Bruce Patton put an interesting spin on the blame game. For them, talking about whose fault it is is a lot like talking about Truth: “it produces disagreement, denial, and little learning. It evokes fears of punishment and insists on the either/or answer.”

It’s true, no one wants to be blamed, especially when the blame has been unfairly assigned. Instead of spending time blaming others, Stone and Patton suggest that we focus our attention on why things went wrong and how we might correct them moving forward. The distinction between blame and contribution may be subtle, but learning to see the difference is key to disarming difficult conversations.  

Don’t presume that you understand the intentions of others
Conversations become difficult when we falsely presume that we know why others did what they did. You can’t read minds and even if you are an eyewitness to the incident under dispute, you still can’t decode the offender’s intentions. As Stone and Patton suggest, the implications of this are rather profound. “The truth is, intentions are invisible. We assume them from other people’s behavior. In other words, we make them up, we invent them. But our invented stories about other people’s intentions are accurate much less often than we think.” Intentions are complex and making unfounded assumptions about them is a surefire way to sour a healthy conversation.  

Do not split your attention
Most of us have had a spellbinding conversation. Maybe it was with a spouse, partner or friend. Recall how you felt in that conversation: the environment around you dissipated; you not only heard, but you felt what you were saying and what was being said. Most importantly, though, you were present. You weren’t fidgeting in your seat; you weren’t splitting your attention between taking phone messages or looking at your computer screen. Real conversations require you to be present, both mentally and physically.

 

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, career success

12 simple ways to welcome new employees

Posted on Fri, Sep 13, 2013 @ 14:09 PM

new employeesMost organizations know how to celebrate their departing veteran employees, but on the whole, they’re not too good at welcoming new recruits. This is a mistake. If we want our new hires to feel valued, if we are truly invested in their growth and development, if we want them to stick around for the long haul, we need to show it when they join the team—not when they leave it. We recently picked up a copy of Dawn McCooey’s book, Keeping Good Employees On Board, and wanted to share 12 of her simple steps organizations can take to orient new employees and offer them a warm welcome.

12 simple ways to welcome new employees

  • Have new employees start on a day when their immediate supervisor is open and available to give them undivided attention.

  • If it is absolutely impossible for the supervisor to be there, arrange for a “welcome aboard” phone call from the supervisor and pair the new employee with a trusted colleague who can give him or her the welcoming s/he deserves.

  • Avoid starting the new employee on the busiest day of the week. It’s usually better to start on a Tuesday or Wednesday than it is a Monday or Friday.

  • The first day usually includes a round of introductions. As you introduce the new employee to the team, pay attention to your tone and body language. New employees are going to be listening and looking hard for implicit messages. As McCooey suggests, “Our tone and mannerisms and choice of words have real, opinion-forming power, especially in the early stages with a new employee.”

  • Always match the new employee with a colleague who embodies the culture of your company. Pairing him/her with a grumbling member of the peanut gallery may tarnish his/her view of the company right off the bat.

  • Take note of your new recruit’s comments, observations and questions. This will give insight into what excites this employee and may disclose information about her work values. You may also gain insight into what interests her and learn about the areas she needs more training in.

  • Be honest. It’s easy to regurgitate popular buzz phrases about teamwork, or proclaim that you welcome feedback, but if your organization isn’t overtly team-based, if you don’t truly welcome feedback, don’t create unrealistic expectations.
  • Make safety a priority.  According to the U.S. Bureau of Labor Statistics, 13 percent of all injuries occur within 90 days of hire; 23 percent occur within the first four hours on the job. Avoid unnecessary injuries by doing the following: Show the new hire—like, actually take a walk with him or her—around the entire premises. Where are the fire escapes, the exits, the first aid equipment, the fire extinguishers, the bathrooms?
  • Encourage the employee to ask questions. This reinforces not only that s/he doesn’t have to have all the answers, but that it’s OK to make mistakes.
  • Celebrate the new arrival of the employee. Try having pizza delivered to the lunch room, place a snack or breakfast item near the employee’s workspace so that your team has more incentive to stop by and chat, or offer inexpensive gestures like flowers or a welcome banner.
  • Be sure that the new hire’s work space has been cleaned and stocked with work supplies. A small, welcome aboard gift is always a nice touch.
  • Make sure the new employee has access to a “welcome binder”; this should include any pertinent information for the new hire.

    Download our Human Resource  Management Factsheet

Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, career success, new employees

5 Do’s & Don’ts: Creating a partnership with your new principal

Posted on Thu, Sep 05, 2013 @ 06:09 AM

new principalMost of us are resistant, or at least skeptical, of change—particularly when it directly impacts us. Whether we like it or not, new principals rarely leave things untouched. Many of us may immediately buy-in to these changes, but odds are that it’s going to take some time for him or her to win the school over. Just keep in mind that principals can be a teacher’s (and student’s) most important ally. To help you start off on the right foot, we’d like to offer 5 essential Do’s and Don’ts for creating a partnership with your new principal.

Do invite the new principal into your classroom
Your new principal may not need permission to sit in on your class, but why wait for her to ask? Be preemptive: extend an invitation on your own accord. An open invitation suggests that your classroom is a safe and open space; it also indicates that you welcome collaboration and constructive criticism, not to mention the fact that it will diffuse any potential for an adversarial relationship from the very beginning.

Don’t sweat the small stuff
You may have been tied to the tattered leather couch in the lounge and felt that resources would have been better spent on students. You may have fancied the location of the dusty trophies in the hallway. You may have been annoyed when “your” classroom was given to another teacher, but keep it all in perspective. A new principal is going to change things. React to these changes with measure, especially if you don’t know the details. What you may not know is that the new couch was donated or that the trophies are being cleaned or that “your” classroom was relocated for good reason.

And when you are confused or frustrated by new changes, set up a face-to-face meeting; don’t dash off a snarky email.

Do ask your principal if she would like to collaborate
This one goes nicely with number one. When you invite the principal into your classroom, include her in the activities—and make sure that you provide the readings/handouts you plan on using that day so that she can be an active participant.

Here’s another idea: Ask your principal to read a book or article to the class and then co-facilitate a discussion around it with her. Another idea might be to set up students in groups and have the principal help you make rounds, answer and ask Socratic questions.

Don’t wait for the principal to reach out to you
We suggested that you invite the principal to visit your classroom. In addition to this, why not set up a face-to-face meeting. Principals are under a tremendous amount of pressure—especially if they are still acclimating themselves to the school culture—so odds are that they would gladly welcome a conversation that doesn’t involve frustrations and ill will.

Do put your requests in writing
Relaying concerns and requests as you pass the principal in the hallway is a start, but understand that, more than likely, your conversation may be one of a few dozen she is trying to remember. Always send a friendly follow-up email. And if you don’t get a response right away, wait a week. And if a week passes, simply send another email or pick up the phone. Assume that the email went to her SPAM folder or got lost in the mix rather than assuming the principal deliberately ignored or deleted your email.

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Topics: Educational Leadership Degree, Educational Leadership Master's Programs, effective principal, career success, Becoming an effective principal, aspiring school administrator, New Principals

The power of quiet confidence

Posted on Thu, Aug 22, 2013 @ 09:08 AM

hr professionalThere’s no doubt about it, most everyone in a professional role must distinguish themselves if they want to influence others. But we’ve always found it a little odd that so many authors and “career specialists” so readily accept the idea that being successful means being (or becoming) an extrovert.  

In her research, Dr. Jennifer Kahnweiler, author of  Quiet: The Power of Introverts in a World that Can't Stop Talking, has found that one third to one half of Americans are introverts—this may come as a surprise since so many of us strive to be alpha, outspoken and self-promotional.

Corporate culture, too, seems to favor extroverts—but in doing so they are not only alienating a large percentage of the workforce, they’re also missing out on hidden talents and perspectives that could benefit the company.

Think about it this way:

  • Influencing and pleasing clients requires us to listen, reflect and carefully plan our response; most introverts already have these skills down pat. Influence is a process, not an event. It takes time to build trust and respect with clients, and if we think we’ll win it by shouting, chances are that we’re not only going to alienate others, we’re also going to miss out on a lot of opportunities to learn from them.

  • The world is a diverse place and many of us find ourselves doing business with myriad cultures and countries on a daily basis. Those with a quiet confidence are more likely to win over cultures that are less aggressive and prefer a reflective, low-key approach to doing business.

  • Most professional work necessitates teamwork. Our supervisors are called “team leaders” and our colleagues “team members.” Our work environments are often arranged so that we sit with our teams; we do a great deal of our thinking in “team meetings” or brainstorm sessions—even hiring is done in teams. This may work well for extroverted employees, but for introverts, constant interaction is a distraction that, as Kahnweiler suggests, “takes them away from the physical and intellectual space where they do their best thinking.” 

  • Workplace culture thrives on immediacy. We receive instant notifications when an email reaches our in-box and are often expected to craft an immediate response. Meetings and impromptu brainstorming sessions also happen quickly, allowing little time for well-thought-out responses to complex issues. Although introverted employees are often the folks with the best ideas, we end up missing out on them simply because we are in too much of a hurry to give introverts the time it takes to fully articulate and flesh out these ideas.  

Work culture may be dominated by the louder, extroverted approach, but as Kahnweiler suggests this approach actually “negates the natural tendencies of more than half of the population” and “sets up roadblocks to Quiet Influence” which actually works against the growth and success of a company.

 

 

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, career success

15 pieces of advice from former first-year principals

Posted on Wed, Aug 21, 2013 @ 14:08 PM

principalsMost of us who have spent time in the field of education can intuit the demands principals face, but experiencing it is something altogether different. To help you prepare for your first year as a principal, we’d like to share 15 pieces of advice from former first-year principals, all of which come from Tena Green’s book, Your First Year as Principal.  

  • Learn to differentiate between what needs to be settled right away and what requires reflection and input from others.

  • Understand that you cannot do everything by yourself. And even if you could, it would be still be difficult (if not impossible) to get buy-in from others if they did not have a voice in the decision-making process

  • Accept that you cannot be everything to everyone. Learn to differentiate between the things that require your attention and those that you can turn over to others

  • Take care of yourself physically, academically and emotionally

  • Realize that you do not have to have all the answers

  • Avoid making important decisions quickly. Our culture thrives on immediate responses and instant gratification, so you may feel the pressure to respond to important emails or make high-stakes decisions off the cuff. Resist this temptation. Resist external pressure to make rash decisions

  • Open your eyes more than your mouth

  • Never forget what it was like to be a teacher

  • Understand both the culture and the hidden culture of a school

  • Get out of the office as often as you can. Save paperwork for the end of the day when things quiet down

  • Always share the credit and celebrate victories often

  • Develop a personal mission statement. Write it down. Read it every morning. Make it happen

  • Collaborate with faculty and staff to create a unified school vision

  • Accept that you may face resentment from staff members who were contenders for your position. Sure, you may win some of them over by adding them to various teams or by acknowledging their talents—but others may never be won over through no fault of your own.

  • There is no need to trumpet your authority. Everyone already knows you are in charge

 

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Topics: Educational Leadership Degree, Educational Leadership Master's Programs, effective principal, career success, Becoming an effective principal, aspiring school administrator, New Principals

Breaking into HR: 5 Tips for Aspiring HR Professionals

Posted on Thu, Aug 01, 2013 @ 14:08 PM

HR professionalsThanks to a global economy, new technologies, as well as ethics and compliance standards, HR has moved from that little office in the back to the forefront of business strategy. Not only is Human Resources a growing field, it is becoming more and more competitive. To help aspiring HR professionals break into the field, we’re offering 5 tips that you can put into practice right away.

Breaking into HR: 5 Tips for Aspiring HR Professionals

Start networking now
Have you ever driven past an H and R Block the week taxes are due? It’s not uncommon to see a mile-long line of last-minute filers spilling out of the front doors. Too many people who are trying to break into the HR profession approach networking like last-minute filers: they don’t start the process until they have no other choice. This is a mistake.

Now is the time to join local SHRM chapters or HR groups and connect with other HR professionals on LinkedIn. If you approach it right—that is, if you are respectful, responsive to feedback and polite—you may even be able to find a mentor. 

Find an internship or volunteer
According to a 2007 survey by SHRM, “96 percent of undergraduate HR students who secured employment in HR state that their HR internship was a critical component of being prepared to accept their first professional HR position.” Not only do internships allow you to put the theory you learned in the classroom into practice in the real world, they also give you an opportunity to build your network and establish professional relationships.  

If an internship isn’t in the cards, try volunteering with a non-profit or charitable organization. Help recruit and train new volunteers, manage schedules and events and learn how to manage and garner donations.

Learn to speak the language
Envision a cocktail party: there are several groups of three or four people huddled together sipping drinks and chatting. What’s the appropriate way to join in on the discussion? Would you just barge in, interrupt a conversation that’s already going, and start your own? Of course not! Instead, you’d approach the group and take notice of the rhythm, the cadence of the conversation to figure out what the group is talking about—then you might interject your opinion. 

Think of HR as a cocktail party. You need to speak the language; you need to understand the larger conversation before entering it. In other words, start reading HR blogs, subscribe to SHRM, read books about HR so that you are educated and share a common discourse with HR veterans.  

Reflect deeply on your experiences
As you tweak your resume or LinkedIn profile, don’t forget about the less obvious experiences or skills you have that are applicable to the HR profession. In our perusal of LinkedIn, we noticed one HR job seeker who had experience scheduling show times at a movie theatre, but didn’t list this skill—a valuable HR skill—anywhere on his profile. Have you organized fundraisers, teambuilding events, or interviewed candidates? These experiences are worth bragging about; include them in your resume.

Be patient and realize that you will probably start at the bottom
It is true that pursuing a formal HR education is becoming increasingly important in today’s competitive job market, but simply because you have one doesn’t mean that you will skip the entire ladder—or even four or five rungs. It is likely that you will start in a junior position and have to work your way up. Learn and take on all that you can, even if it isn’t glamorous.

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, career success, ideal candidate

Marygrove's HRM program partners with SHRM

Posted on Thu, Jul 18, 2013 @ 11:07 AM

Marygrove SHRMWe are pleased to announce that our Master of Arts and Graduate Certificate in Human Resource Management program has been officially recognized for its alignment with the Society for Human Resource Management (SHRM) requirements for HR degree programs.

Marygrove’s alignment with SHRM—which was founded in 1948 and is the world’s largest professional human resource association—is a critical partnership. Aligning itself with SHRM standards not only ensures that Marygrove's HRM curriculum is consistent with industry practice, but also that graduates of the program are prepared to meet the demands of a rapidly-changing industry.

“There is no shortage of programs offering HR-related degrees,” explains Jerry van Rossum, Assistant Professor and Coordinator for the program. “The problem is that there is little consistency amongst them—and the lack of industry and program standards is costly not only to graduates, but also the businesses that are looking to hire them.”

Thanks to a global economy, new technologies, as well as ethics and compliance standards, HR is now at the forefront of business strategy. “HR is no longer hiding in the ‘little office in the back,’” said van Rossum. “Increasingly, organizations are looking to HR for strategic leadership decisions: managing a decentralized workforce, for example, and finding innovative ways to balance the demands of in-sourcing, out-sourcing, and the like.

Because of Marygrove’s association with SHRM, students who complete their degree in HRM at Marygrove are also prepared to take the Assurance of Learning Assessment. This exam is the new universal benchmark for students who are completing an HR degree, but have little or limited experience in the field. Successful completion of this exam gives those that take it an advantage over other entry-level graduates: it demonstrates that these graduates have the minimum knowledge required to be a successful HR professional.

For more information about Marygrove’s Master of Arts and Graduate Certificate in Human Resource Management program be sure to download out HRM factsheet below. 

 

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Topics: Certificate in HR Management, Graduate Programs for Human Resources, HR professional, career success, Society for Human Resource Management

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