Type of certifications impact on pay increase.
Certifications
% of HR Pros
Has at least one certification
36.4%
Professional in Human Resources (PHR)
16.9%
SHRM Certified Professional (SHRM-CP)
15.4%
Senior Professional in Human Resources (SPHR)
7.9%
SHRM Senior Certified Professional (SHRM-SCP)
5.3%
Associate Professional in Human Resources (aPHR)
0.7%
Global Professional in Human Resources (GPHR)
0.3%
Certified Compensation Professional (CCP)
0.2%
California Senior Professional in Human Resources (SPHR-CA)
0.1%
California Professional in Human Resources (PHR-CA)
0.1%
Certified Professional Coach (CPC)
0.1%
4. S.Kumar (CPHR, SHRM-SCP)
Education
Background
Kumar holds a Master’s in Business Administration specializing in Human resources from
Symbiosis Institute of Management Studies,
Graduated in Humanities & Certification in Pharmacy
Professional
Certifications
In a corporate career spanning over 20 Years, Kumar has achieved
• CPHR, SHRM-SCP, AON-CRP, LOMA-I, Lean Six Sigma,
• Certified Kaizen Analyst (CKA), Certified Root Cause Analyst (CRA),
• Project Management Fundamental (PFM), Certified Instruction Design, MBA-HR
Kumar’s continual & selective investment in his learning and certifications/enrollment with:-
Cornell University, Harvard Business Publishing, Society of Human Resource Management
(SHRM), Chartered Professional in Human Resources (CPHR), Aon Hewitt Learning Center
(AHLC), Life Office Management Association (LOMA – US Insurance),have given him just the
right inputs to not just enhance his theoretical understanding of the business world but also
an in-depth idea of the practical approaches in aiding managerial decision making.
Kumar has also worked closely with Industry bodies such as NASSCOM in adapting to
changes in the industry and socio-political environment.
www.sbmc.co.in
5. S.Kumar (CPHR, SHRM-SCP)
Professional
Experience
Kumar has close to 20 years of work experience into Education, Training and Human Resource
Consulting with Fortune 500 organizations such as IBM, Accenture, Concentrix. He has been on
consulting assignments to these organizations in India, Hong Kong & United States.
Consulting with big conglomerates in an environment of mergers & acquisitions has
strengthened his Business Acumen & Strategic HR Partnership capabilities. Furthermore, these
assignments have provided him with proficiency in Project Management & Change
Management.
This has been exhibited by the projects and assignment he has undertaken on Total Rewards, HR
Information Systems, Learning & Development, Human Resource Analytics & Strategic HR
Partnering.
Kumar has been partnering with SBMC and HR Professional bodies in mentoring professionals
for more than 10 years now.
Areas of Expertise
Trained in Soft Skills, he has facilitated more than 150 hours of corporate training sessions in the
field of Human Resource Management. With his humor and corporate experience, he keeps the
participants engaged to create an everlasting impact and maximum learning retention.
Furthermore, he also assists participants in transition of learning to work-place scenario.
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9. Once Employed, Professional Certification Seen As Most Valuable Credential &
Effective Way of Developing Career
Figure 1
Source: HR Research Paper
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10. Figure 2
Source: HR Research Paper
www.sbmc.co.in
Professional Certification is the 2nd Most Valued Credential
After Graduate Degree
11. Employers Have Shown To Pay Higher Value For Professional Certification
Compared to Certificate Programs
Figure 3
SBMC’s
Strategic
HRBP
SBMC’s
Total
Rewards
SBMC’s
Advanced
HR
Anayltics
Re-
Certification
Challenging
Practice
Rigorous
Assessment
Source: HR Research Paper
www.sbmc.co.in
12. Figure 4
OTHER COUNTRIES
OTHER COUNTRIES
Source: HR Research Paper
www.sbmc.co.inBenefits Are Perceived in Countries Other Than US As Well
13. Demand for HR Professional Certification is Higher in Other Countries
Figure 5
OTHER COUNTRIES
Source: HR Research Paper
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21. Total Rewards
(Comp & Ben)
Strategic HR
Business Partner
Advanced
HR
Analytics
Accreditation By
No Other
Institute has
Professional
Accreditation
from a Globally
Renowned
Body as CPHR
Our Offerings
www.sbmc.co.in
22. Strategy
1. Module Wise Case Studies
2. Group Discussions
3. Organizational Relatedness
4. Question Banks
5. Class Room Projects
LEARNING TOOLS
1. Project Evaluation
2. Certification Exam
3. Recerfication
4. Professional Development
Credits towards CPHR
CHALLENGING
ASSESSMENT
How We Are Different……!
Accreditation By
Advanced
HR
Analytics
Strategic
HRBP
Total Rewards
(Comp &
Benefits)
www.sbmc.co.in
23. About CPHR
CPHR stands for Chartered Professionals in Human Resources – Canada
CPHR Canada represents 27,000 members in the Human Resources Profession across nine provinces and
three territories in Canada.
Established in 1994, CPHR Canada is the national voice on the enhancement and promotion of the HR
Profession.
With an established and credible designation and collaboration on national issues, CPHR is proactively
positioning the national human resources agenda in Canada and representing the Canadian HR Profession
with HR Associations around the world.
SBMC is the only CPHR Training Center for Asia, Facilitating for CPHR designation & Membership.
All SBMC hosted certifications are professionally vetted and endorsed by CPHR body of Canada
CPHR & SBMC
https://cphr.ca
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24. 24
Adam is working in an organization as HR Business Partner and handling Labour
Law compliances. His organization has recently been served a notice to enroll into
State Apprenticeship Act & deploy X number of apprentices. His organization hires
only experienced professionals, hence, they cannot hire apprentices.
Case Study - I
Adam convinces the management & sends a response to the Labour office that their
business model does not support hiring of apprentices and this requirement is not
applicable to them.
Adam’s organization is served with a penalty from Labour office – along with a
notification to the Director to comply
Adam Exhibited Transactional HR Partnership
25. 25
Rachell Exhibited Strategic HR Partnership
Proposed a Business Model to enable Hiring & Training of Apprentices
What Rachell Did Differently………
Post Training & Evaluation, Apprentices were converted to employees
Supplanted 10% of workers being hired annually with Apprentices
Provided Return On Investment (ROI) by hiring Apprentices at lower wages
Complied to the Labor Law Requirement & achieved a win-win situation for
organization
26. Strategy
Strategic
HR Business
Partner
Benefits…… Strategic HRBP
1. Build your brand as a certified HR Business Partner
2. Apply proven methodology to create a solid HR Strategy
plan
3. Begin applying new concepts and skills immediately in your
job
4. Influence leadership with expert advise
5. Become a catalyst of change in your organization
6. Lead change management initiatives effectively
7. Impact the bottom line of the organization with results
8. Sharpen your facilitation and conflict management skills
9. Apply what you learn immediately in your current role
10. Earn 15 Professional Development Credits for CPHR
11. Gain the credential “Strategic HRBP” to be recognized as
a Certified HR Business Partner
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27. StrategyJob Scenario……..Strategic HRBP
HRBP Title Seniority Title Strategic role
Senior HRBP Senior
VP HR, HRDs, HR
managers (large)
Lead the
business
conversation
HRBP Mid-level
BPs, HRDs, HR
managers (small)
Contribute to
business
conversation
HR Generalist Junior
Associate BPs, CoE
specialists, HR
graduates
Follow business
conversation
Minimum Average Salary in India - INR 8 Lakhs to INR 50 Lakhs
(based on years of Experience, Skills Added & Organization)www.sbmc.co.in
28. Strategy
Strategic
HR Business
Partner
Who Should Enroll?
1. Human Resource Professionals
2. Talent Management Professionals
3. Training and Development Professionals
4. OD Professionals
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30. Strategy
1. Your Organization Culture
2. Multicultural Organization
3. Type of Culture & Impact
4. Theories on Culture
5. Change & Challenges for HR
CULTURE 7
1. HRIS – overview
2. Design & Implementation
3. Cost Savings
4. Process Improvements
Technology & HR 8
1. Understanding D&I Strategy
2. Cost & Benefits
3. Definitions & Layers
4. HR’s Role in D&I strategic
process
Diversity & Inclusion 9
1. Understanding of Audits
2. Type of Audits
3. Value Addition by Audits
RISK &
GOVERNANCE 10
1. Total Rewards & Org Strategy
2. Comp design & systems
3. Benefits & Perks
4. Applicable Legislations
Total Rewards 11
1. Factors related to L&D
2. Adult Learning Features
3. Training & Development
4. Career Development
LEARNING &
DEVELOPMENT 12
Strategic
HR Business
Partner
Course Coverage
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31. 31
John proposed introduction of Overtime Pay as 100 employees resigned through
the year due to no overtime pay
Case Study - II
John was asked to share % of employee retention & ROI (return on investment)
that can be achieved by introducing Overtime Pay
John lacks Analytical Knowledge Here!
John had no clue about it
32. StrategyBenefits…… Adavanced HR Analytics!
1. Analytics encourages Smart Decision Making
2. Provides clear insights through data visualization
3. Enhances your credibility & confidence
4. Offers process improvement & efficiency for
business
5. Enhance your Strategic Partnership Capability
6. Increased chance of Promotion & demand in Job
Market
Advanced
HR
Analytics
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33. StrategyJob Scenario……..Advanced HR Analytics
Minimum Average Salary in India - INR 7.9 Lacs at 90th Percentile
(Analytics adds to your existing HR Analytics role)
• 30% Analytics Contribution in
growth as HR Professional
• MUST as you grow up the ladder
and tenure in your organization
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34. StrategyWho Should Enroll?
1. Human Resource Professionals
2. Non Human Resource Professionals
3. Training and Development Professionals
4. OD Professionals
5. Payroll Administrators
6. Consulting Professionals
Advanced
HR
Analytics
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36. 36
Case Study - III
Smith lacks knowledge of Compensation Design & Implementation
Smith handles Compensation & Payroll of a multi national for last 5 years
Every year he administers Variable Pay as a defined % of Fixed Pay to
employees as per their grade
Smith wonders as to how this % is defined
37. StrategyBenefits…… Total Rewards (Compensation & Benefits)
1. Identify how to effectively communicate and
implement a compensation plan
2. Determine ways to align compensation strategy
to talent strategy
3. Recognize difference within workforce –on
whether to reward for pay for performance or
make pay for performance more challenging
4. Assess improvements in Attraction, Retention,
Productivity & Engagement
Total
Rewards
Enhance Your Role & Demand as HRwww.sbmc.co.in
38. StrategyJob Scenario……..Total Rewards Professionals!
Minimum Average Salary in India - INR 12 Lacs Onwards
(Basis Level, Years of Experience & Organization)www.sbmc.co.in
39. StrategyWho Should Enroll?
1. Human Resource Business Partners
2. Payroll Administrators
3. Consulting Professionals
4. HR Operations Professionals
5. Talent Acquisition Professionals
Total
Rewards
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40. Strategy
1. Total Rewards Objectives
2. Pay Approach
3. Pay Parity & Positioning
4. Pay Differentiation & Mix
5. Communication & Governance
TOTAL REWARDS
STRATEGY
1
1. Introduction & Challenges
2. Job Evaluation
3. Point Plan
4. Market Practices
5. Grading & Validation
2
Total
Rewards
1. Introduction & Challenges
2. Short Term Incentives
3. Payout Curve
4. Long Term Incentives
5. Performance Metrices
4
INTERNAL EQUITY
1. Introduction & Challenges
2. Benchmarking & Job Matching
3. Pay Anchors
4. Data Analytics
5. Market Practice
3EXTERNAL EQUITY BENEFITS & INCENTIVES
1. 30 Hours (2 months)
2. 04 Hours Per Week
3. Online Weekend Classes
COURSE DURATION 7
Course Coverage
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42. 42
Professional Certifications Endorsed By
CPHR- Canada
Earn CPHR Recertification Credits
Host of Case Studies & Practice Material
Return On Investment (ROI)
Experienced Faculty
Segway to become members of Global HR Professional bodies
like : CPHR and SHRM