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GPHR test Format | GPHR Course Contents | GPHR Course Outline | GPHR test Syllabus | GPHR test Objectives

Exam Code: GPHR

Exam Name: HRCI Global Professional in Human Resource

Number of Questions: 140 (scored + pretest)

Duration: 3 hours (180 minutes)

Question Types: Multiple-choice (single best answer)

Passing Score: Scaled score of 500 (on a scale of 100-700)

Exam Type: Computer-based (Pearson VUE test centers or online proctored)



- Participate in the development and implementation of the HR strategy to align with the global business strategy (e.g.- evaluate local labor market conditions- regulation requirements- costs- language- barriers to entry- PESTLE analysis)

- Implement workforce planning in alignment with the global business strategy (e.g.- evaluate local labor market conditions- regulation requirements- costs- language- barriers to entry- PESTLE analysis- gap analysis output)



- Prepare and execute elements of workforce restructuring in a global environment (e.g.- local laws- risks- international laws- market practices- reputational risk- cost- training capabilities- labor relations- workplace culture- morale- systems- benefits- methodologies)

- Design and execute a global HR delivery model (e.g.- model – regional CoE- global CoE- business partnering- decentralized- local considerations – strategy- expertise- optimization- process improvement- cost savings- talent availability- language availability- time zone considerations – “follow the sun”)



- Create and manage a global organization design (e.g.- local rules on local managers- compliance- cultural differences- time zones- span of control- technology platforms for communications- language)

- Describe the role- benefits- and limitations of outsourcing- offshoring- and shared services models (e.g.- strategy- expertise- optimization- process improvement- cost savings- talent availability- language availability- time zone considerations – “follow the sun”)



- Use common HR metrics to evaluate HR contributions to the achievement of the organizations strategic goals (e.g.- recruiting- cost per hire- engagement- employee net promoter score (eNPS)- time to fill- return-on-investment (ROI)- turnover rate- employee overseas assignment ROI)

- Compare and contrast organic and inorganic (greenfield- brownfield- merger and acquisition) growth strategies from a global HR perspective

- Determine and manage the HR processes during a merger- acquisition- or divestiture in a global organization (e.g.- legal compliance- employee selection- resources- employee welfare- communications- buyer and seller obligations to employees- labor relations)

- Apply various strategies for operating in countries with minimal headcount (e.g.- PEO- use another countrys legal entity- purchase of an entity- partnership with local entity- establish a legal entity- representative office- joint venture)

- Describe the role- benefits- and limitations of using a Professional Employment Organization (PEO)





- Evaluate the components of a talent management strategy (e.g.- strategic employee planning- talent acquisition and retention- performance management- learning and motivating- total rewards- career development and succession planning)

- Evaluate different approaches to sourcing talent at a global level (e.g.- build/buy/borrow- internal/ external recruiting- internal transfers- recruitment process outsourcing (RPO)- consultants- employee referrals- social media strategy)

- Conduct and administer a global talent test (e.g.- tools- methodology- assessor selection- cultural relevancy- unconscious bias- output- build/buy/borrow talent)

- Evaluate the differences among various alternate work arrangements (e.g.- job sharing- flexible schedules- telecommuting- virtual/remote- cross border) for a global workforce (e.g.- cost compliance- productivity- effectiveness- technology- cultural- laws- retention strategy- work-life balance)



- Identify the risks and benefits of leveraging nonemployees (independent contractors- consultants- third-party contractors) in a global organization (e.g.- joint or co-employment- misclassification- financial risks such as owing backpay- legal risks)

- Design and implement learning and development programs for a global workforce (e.g.- language- culture- delivery method- learning styles- gap exam- time zones- costs- tools- connectivity- technology)

- Design and implement a performance management framework for a global workforce (e.g.- goal setting- laws/regulations- strategy culture- systems/platforms- training- change management)

- Use diagnostic tools in global organizations to assess employee engagement (e.g.- exit surveys- onboarding surveys- engagement surveys- employee net promoter score- stay interviews)

- Implement programs to Improve employee engagement and retention in a global organization (e.g.- peer recognition platforms- mentoring and coaching- communication or social platforms)



- Evaluate the impact of employee organizations (works councils and local unions) on employees- business strategy- and practices- globally and locally

- Evaluate the impact of the International Labour Organization (ILO)- Organisation for Economic Cooperation and Development (OECD)- and United Nations (UN) on employees- business strategy- and practice

- Implement- integrate- automate- and maintain global HR systems and tools (e.g.- data privacy- reporting- user experience- regulatory- automation- applicability- and effectiveness)

- Manage employee data analytics and other emerging technologies in a global environment (e.g.- different and relevant benchmarks- different countries- common definitions- different units of measurement- different industries- data privacy- selecting appropriate measures for outcomes)





- Analyze the role- benefits- and limitations of the various types of expatriate assignments (e.g.- local plus- hybrid- long-term- short-term)

- Compare and contrast the following employee types (e.g.- host country national- parent country national- third country national- local national)

- Facilitate the expatriation of an employee going on an overseas assignment (e.g.- planning- communication- culture and language training- logistical support- integration- family acclimation- visa and immigration)

- Assess and administer the demographic factors when selecting employees for an overseas assignment which may not normally be considered for a local position (e.g.- religion- sexual orientation- family status- gender- gender identity- nationality- special needs- pets- cultural adaptability- and age)

- Apply the primary incremental variables included in a cost analysis for an overseas assignment (e.g.- immigration- relocation expenses- housing- car allowance- education allowance- home leave allowance- travel allowance- air travel to and from assignment- COLA- consulting fees- and taxes)



- Recognize and articulate country-to-country differences (regulatory- statutory- and customary) in the hiring and onboarding process for expatriates (e.g.- preemployment screening- personally identifiable information- preemployment health check- technological- benefits enrollment- offers vs employment agreements- orienting- immigration- visa- work permit requirements)

- Identify the most common types of visas applicable to employees and their families who are working or traveling outside their home country

- Identify the potential country-to-country differences (regulatory- statutory- and customary) in the offboarding process for expatriates (e.g.- notice pay- removing from benefits- immigration- government notification- departure travel- return travel- labor organization notification- settlement agreements)

- Plan and execute the successful repatriation of an employee on an overseas assignment (e.g.- planning- communication- having a new position- integration- family re-acclimation- visa- immigration)

- Describe the key considerations when localizing expatriates (e.g.- housing- childrens education- compensation- visa and immigration requirements- migration to local salary and rewards- terms and conditions- portability)

- Evaluate the primary considerations for a repatriate or expatriate and his/her family when preparing to relocate





- Describe the cultural dynamics that may impact strategy and behavior in a cross-border context (i.e.- Trompenaars and Hofstede)

- Identify and apply the potential elements of cultural differences and norms when designing HR programs for a global workforce (i.e.- Trompenaars and Hofstede)

- Evaluate the key considerations to mitigate the risks and identify the opportunities for promoting diversity and inclusion in a global workforce (e.g.- cultural- religious- social- political- legal- and special needs considerations)

- Implement and maintain corporate social responsibility (CSR) and ethics program (e.g.- employer branding and reputation- risk management- employee engagement- employee satisfaction- strategic partnerships/vendor requirements- cost- obligations- legal and statutory obligation- bribery and corrupt practices: US Foreign Corrupt Practices Act- Safe Harbor Privacy Principles- UK Bribery Act)





- Identify the most common total reward strategies and complexities of statutory and market requirements for local employees and/or expatriates from the perspectives of both the organization and the employee (e.g.- health and welfare benefits- compensation- retirement- payroll- equity compensation and taxation- cost analysis- double taxation- totalization agreements)

- Evaluate the key compensation philosophies of an expatriate package (e.g.- host country- home country- Big Mac Index- COLA)

- Identify the components of supplemental pay (e.g.- per diems- hazard pay- hardship allowance- stipends) for local or expatriate employees

- Identify the circumstances (e.g.- political unrest- climate extremes- excessive crime- unusual work schedules) where supplemental pay may be required for local or expatriate employees

- Compare and contrast the two primary retirement plan types (defined benefit and defined contribution)- considering both statutory and voluntary schemes





- Determine the key considerations in developing and implementing a strategy to proactively manage physical safety and security risks for employees globally

- Describe the resources commonly used to assess- mitigate- and manage security risks- incidents- and evacuations (e.g.- kidnap and ransom insurance- travel and medical services)

- Evaluate the types of controls in a global HR environment used to manage risk and maintain compliance (e.g.- audits- segregation of duties- quality assurance- multi-level approvals- external accreditation- control or exception reporting)

- Implement and maintain global anti-discrimination- anti-bullying- and anti-harassment policies (e.g.- laws- processes- reporting requirements- representation- outcome/consequences- education- language- cultural norms)

- Develop and execute a global employee investigation plan (e.g.- investigator selection- laws- processes- timeline and reporting requirements- representation- outcome/consequences)

- Identify the key principles of the General Data Protection Regulation (GDPR) (e.g.- lawfulness- fairness and transparency- purpose limitations- data minimization- accuracy- storage limitation- integrity and compliance- accountability and compliance)

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