As we prepare to move forward from our time in Madison, SHRM certification is an ideal way to stay ahead in the evolving market and invest in our career. The certification enhances potential for career advancement, enabling one to stand out in comparison to other HR professionals. It demonstrates that one has broad functional expertise, as well as the ability to apply that knowledge to real-world situations that arise. SHRM membership also opens the door to important industry networking opportunities, allowing HR professionals to connect constructively with a variety of others in the field. Furthermore, preparing for and obtaining a SHRM-CP certification builds confidence in one’s knowledge of relevant topics pertaining to HR, and practicing Situational Judgment Items bolsters the ability to manage a wide variety of challenges that will be faced in a business setting.
During the weeks leading up to the SHRM-CP exam, I was reminded of how effectively our SHR MBA curriculum is tailored to prepare us for this certification. Several of our courses pertained to the Knowledge Items that would be contained in the exam, while others challenged us to reflect on issues that would appear in the Situational Judgment Items. The progression and content of our classroom experience positioned us well with a grasp on many key sections of the SHRM BASK.
Our Compensation Theory and Administration course with Professor Abosch directed our attention to the Total Rewards section of the People Knowledge Domain of the BASK. Among the topics referenced were compensation philosophies, retirement planning, and compensation data analysis. We also considered pay administration practices and types of compensation plans and adjustments, such as merit increases and stock options. Our class with Professor Childers on Labor Management Relations introduced us to the Employee & Labor Relations section of the Organization Knowledge Domain, as well as the U.S. Employment Law & Regulations section of the Workplace Knowledge Domain. Among the relevant topics we studied were strikes and lockouts, procedures for resolving grievances, and alternative dispute resolution techniques such as mediation and arbitration. We also focused on labor laws pertaining to employees in labor unions, including the National Labor Relations Act and the Labor-Management Reporting and Disclosure Act.
Our Employment Law course with Instructor Hubanks was particularly relevant for Knowledge Items, exploring the U.S. Employment Law & Regulations section of the Workplace Knowledge Domain. Course topics included laws and regulations pertaining to work authorization, as well as those related to compensation, such as the Fair Labor Standards Act and the Equal Pay Act. We also focused on laws and regulations involving Equal Employment Opportunity, including the Civil Rights Act of 1964 and the Americans with Disabilities Act. The Strategic Talent Management course led by Professor Miner was helpful with the Talent Acquisition and Employee Engagement & Retention sections of the People Knowledge Domain. Topics relevant to the exam included selection and assessment methods, talent acquisition metrics, and employee retention.
The Leading Change in Organizations class with Professor Meuris provided a perspective for Situational Judgement Items. This course introduced the Change Management element in the Consultation section of the Business Cluster. Techniques for ensuring buy-in from leadership and stakeholders were explored, as well as for ensuring alignment between HR programs and broader organizational change initiatives.
Beyond our coursework, the SHRM Learning System presented a comprehensive review and diagnostic aid leading up to the exam. This featured the four Domains of the BASK, consisting of 23 topics divided into 88 chapters. This scenic cruise through the source material featured chapter miniquizzes, topic quizzes, and four Domain pre-tests, all of which identified areas of needed focus before we joined Instructor Hubanks for five targeted group study sessions. The study group reviewed the Domains, familiarized us with both Knowledge Items and Situational Judgement Items, and provided valuable additional study aids, including a versatile NotebookLM AI study tool, Quizlet flashcards designed by SHR MBA alumna Shanae Doerr, and ultimately a challenging practice test.
Shanae is a member of the Greater Madison Area SHRM Certification Committee, which raises awareness of SHRM credentials and supports HR professionals through the certification journey. She led three additional exam prep Zoom sessions, involving practice questions for both Knowledge Items and Situational Judgment Items.
I also got some unsolicited advice from my family, of course. “A January test? Better get snowshoes, maybe even a dogsled, just in case,” said my dad. “Think Dennis Quaid crossing the frozen landscape in The Day After Tomorrow.” Apparently, he once had a GMAT on a Saturday morning in January at the University of Minnesota. From Wednesday through Saturday, two successive record blizzards hit, dumping over 38 inches of snow in less than 72 hours (I was skeptical and checked, but he was not kidding). This was before the internet and cell phones, so over a dozen students trudged across campus the next morning, converging on a locked classroom building. About 10 minutes after the scheduled start, a lone figure slowly approached the building and posted a notice at the entrance that the test would be rescheduled for February! Anyway, all of this talk about the Great Blizzards of 1982 had me a little concerned, and I certainly hoped there would be no postponement this time. Fortunately, the morning of the SHRM-CP exam dawned without a trace of snow. All systems go, no dogsled required!
With so much support and encouragement from so many instructors and mentors, I felt a little bit of extra pressure, but I also felt focused and prepared. After the exam, I reflected on a LinkedIn survey I saw recently that said 87% of recruiters consider HR certifications an important factor in hiring. I also contemplated another article discussing the AI revolution and future work environments, asserting that jobs will require human beings to make constant value judgments, and I was reminded of all the Situational Judgment Items I just successfully navigated!