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GPHR - Global Professional in Human Resource - Dump Information

Vendor : HR
Exam Code : GPHR
Exam Name : Global Professional in Human Resource
Questions and Answers : 204 Q & A
Updated On : Click to Check Update
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GPHR Questions and Answers

Pass4sure GPHR Dumps with Real Questions & Practice Test

Answer: C


A high tech company has decided to adopt a fun culture that inspires hard work and innovation. There are wacky, colorful pieces of furniture all around the offices, free lunch is provided on a daily basis in their state-of-the-art kitchen managed by gourmet chefs; all engineers are required to spend one day a week to work on something new and of their own creation. According to Trompenaars, which of the following types of corporate cultures describe this organization?

  1. The Family

  2. The Eiffel Tower

  3. The Incubator

  4. The Guided Missile

Answer: C


Which of the following selection methods is NOT an effective tool to determine the cultural adaptability and a suitable leadership style of an individual for an international assignment?

  1. Simulations

  2. Reference checks

  3. Work samples

  4. Behavioral interviewing

Answer: C


An organization allows its employees to make 2% of compensation contributions to a retirement plan. After retirement, the company promises to pay employees 50% compensation using the final pay formula. Which of the following is this an example of?

  1. Defined benefit plan

  2. Totalization agreement

  3. Defined contribution plan

  4. Lump sum payment

Answer: A


A Singapore-based restaurant chain is experiencing phenomenal growth. The chain offers a unique for demographic experiencing the growth of two-person income families. It offers a variety of affordable, healthy alternatives to the fast food chains. Instead of one line of products shared by the entire company, the corporation has decided its products should be regional. Each region would share a line of products, which would consist of local dishes. Although the primary expansion vehicle is franchising, they still have several corporate- owned stores in each region, which manage the major decisions of the company. For example, the regional corporate stores work with the franchises in the area to decide upon the local dishes that the region should serve. However, all stores are aligned with strict standardized quality practices, which all regions must adhere to. For example, after a region decides on the list of local foods it would like to serve, corporate headquarters approves the final recipes for each region. In addition, managers from the various meet regularly to ensure that each region’s goals align with overall corporate strategic goals. For example, they have built a thorough screening process to ensure the same quality of food from vendors throughout the regions. Which of the following stages of globalization would BEST align with strategic business goals of expansion?

  1. Global

  2. Transnational

  3. Domestic

  4. Multinational

Answer: B


An organization is evolving from a largely domestic to a multinational company with offices around the world. There has been some tension between the new offices and headquarters in regards to the level of freedom of each of the sites. Which of the following steps should be the next step in this change management process towards further globalization?

  1. Develop a cultural roadmap for the company

  2. Communicate the desired change and have senior management sell the idea throughout the organization

  3. Have senior management meet to discuss and decide on the future vision for the company

  4. Assess the external environment to benchmark the need for need for change

Answer: C


You are in the process of developing a global compensation structure. Which of the following factors dose NOT contribute to a balanced and consistent compensation strategy?

  1. Perceptions of fairness by employees

  2. Continual communication across functions and locations

  3. Cross-cultural training

  4. Assumptions of working standards understood, ie hours worked on average in a week, termination costs.

Answer: C


Let’s assume you are a HR Manager at a high tech start-up company in its late stages with 3 rounds of funding. The firm’s cash balance is $13 million, with a burn rate off $1 million/per month. It anticipates a break-even within 1 1/2 years, and there are no plans for acquisition or IPO within the next year. The company is an opto-electronics company, which is a highly specialized niche within the telecommunications industry. You are building out a team for Operations, which will be made up of experienced individuals from top competitor. What is the most appropriate compensation philosophy for this organization?

  1. Lag the market

  2. Lead the market

  3. At the market

  4. Compensation that the ideal candidate demands

Answer: C


An organization is in the growth stage of the organizational life cycle. It has five locations, one in the U.S. (headquarters), two in Asia, one in South America, and one in Europe. The company has decided to utilize a geographic organizational structure. Although the foreign locations are relatively new, they are fully operational each running fairly independently. However, once a year the executive team from headquarters visits each office to meet with the managers at each site to discuss the coming fiscal year’s strategic goals and objectives. According to Hannon’s framework, which of the following human resource strategies BEST aligns with this type of organizational structure?

  1. Receptive HR Strategy

  2. Autonomous HR Strategy

  3. Active HR Strategy

  4. Reactive HR Strategy

Answer: B


Which of the following elements of a competency model allows for clear feedback to employees regarding their career growth?

  1. Highly complex competency model

  2. Highly precise competencies

  3. Extremely broad competencies

  4. Highly integrated competency model across the organization

Answer: B


A company has selected a young Operations manager to start a factory operation in Malaysia over a three-year period. The assignment may extend another couple of years depending on the required transition. Which of the following programs is likely the MOST valuable to this international assignee while on assignment?

  1. Programs to help manage his career

  2. Creating vehicles for communication with home country

  3. Mentoring

  4. Training

Answer: C


Which of the following is NOT a cultural impact on the performance appraisal process?

  1. Appropriate rewards for achievement

  2. Aligning company systems to elicit specific individual performance

  3. Value of individual vs. group performance

  4. Type of feedback given

Answer: B


Which of the following best describes the reason why continual environmental scanning is important for an organization?

  1. To train their managers more effectively

  2. To create a technologically advanced workforce

  3. To identify potential external opportunities and threats to an organization

  4. To attract a talented pool of applicants to choose from for its workforce

Answer: C


Which of the following is NOT a reason why corporations in the 21st century have decided to accelerate the rate of their global expansion?

  1. To compete with their major competitor who is in the global stage of globaliztion

  2. Pressure to lower costs

  3. Shortage of particular resources

  4. Favorable trade agreements and government policies

Answer: A


Which of the following is an advantage of utilizing internal recruitment methods?

  1. Reduces training cost

  2. Can result in succession of promotions

  3. Helps meet diversity goals

  4. New ideas/talents

Answer: B


Which of the following situations describes a plan to provide an employee with job enlargement?

  1. Transferring a production worker from assembly work to Q/A inspection

  2. Give ability to manager of providing his employees with job enlargement tasks

  3. Budgeting authority given to first level supervisor

  4. Giving an employee the option to participate in a dual ladder program

Answer: C


Utilizing Briscoe and Hall’s framework of defining competencies, which of the following is disadvantage of utilizing a strategies-based approach to defining competencies?

  1. May be too broad to relate to specific jobs in specific locations

  2. Aligns with long-term organizational goals

  3. Expensive to utilize

D. Characteristic may be interpreted differently in different countries

Answer: A

HR GPHR Exam (Global Professional in Human Resource) Detailed Information

The Global Professional in Human Resources® (GPHR®) is a global, competency-based credential that is designed to validate the skills and knowledge of an HR professional who operates in a global marketplace. The credential demonstrates a mastery of cross-border HR responsibilities that include strategies of globalization, development of HR policies and initiatives that support organizational global growth and employer retention and creation of organizational programs, processes and tools that achieve worldwide business goals.
To sit for the GPHR exam you must have:
a minimum of 2 year of experience in a global professional-level HR position + a Master’s degree or higher,
a minimum of 3 years of experience in a professional-level HR position (at least 2 in global HR) + a Bachelor’s degree, OR
a minimum of 4 years of experience in a professional-level HR position (at least 2 in global HR) + a high school diploma.
global HR experience is defined as having direct cross-border HR responsibilities for two or more countries or regions.
Computer-based Testing (CBT) at a Prometric testing center
3 hour exam
140 multiple-choice questions + 25 pretest questions
Review the GPHR Exam Content Outline for details.
Exam Fee: $475 + Application Fee*: $75
*application fee is non-refundable
The GPHR is offered throughout the year
» Strategic HR Management (25%)
» Global Talent Acquisition
and Mobility (21%)
» Talent and Organizational
Development (22%)
» Global Compensation
and Benefits (17%)
» Workforce Relations and
Risk Management (15%)
The Global Professional in Human Resources (GPHR®) exam is created using the GPHR Exam Content
Outline, which outlines the responsibilities of and knowledge needed by today’s HR professional.
The GPHR Exam Content Outline is created by HR subject matter experts through a rigorous practice
analysis study and validated by HR professionals working in the field through an extensive survey
instrument. It is updated periodically to ensure it is consistent with current practices in the HR field.
The development of global HR strategies to support the organization’s short- and long-term goals,
objectives, and values.
01 Participate in the development and
implementation of the organization’s
global business strategy, plans, and
02 Develop HR strategies to support the
organization’s global strategic plans and
the business requirements (examples
include outsourcing, off-shoring, new
product development, transfer of
technology and human capital, talent
management, shared services, mergers
and acquisitions).
03 Develop an HR infrastructure and processes
that supports global business initiatives
where HR serves as adaptable subject matter
expert and credible business partner.
04 Participate in strategic decision-making
and due diligence for business changes
(examples include entry strategy,
expansions, mergers and acquisitions,
joint ventures, new operations, divestitures,
05 Develop HR processes to establish
operations in new countries (examples
include greenfield operations and
integration of acquired companies).
06 Develop measurement systems to
evaluate HR’s contribution to the
achievement of the organization’s
strategic goals.
07 Stay current on economic, geopolitical,
legislative, employment, cultural, and
social trends in countries of operation
and develop appropriate HR strategies
and responses.
08 Provide leadership for the development
and integration of the organization’s
culture, values, ethical standards,
philosophy on corporate social
responsibility, risk management,
and employer branding.
09 Establish internal and external global
relationships and alliances with stakeholders
(examples include diversity councils, joint
venture partners, employers’ groups, unions,
works councils, business leader forums,
10 Determine strategies and business
needs for outsourcing and vendor and
supplier selection for HR operations
(examples include centers of excellence
on benefits and payroll processing, | GPHR EXAM CONTENT OUTLINE 3
relocation and employee services, training,
global assignment management).
11 Develop strategies for optimizing workforce
and minimizing related expenses using
various staffing options (examples include
consultants, contract, temporary, seasonal
12 Participate in the development and
implementation of global change
management strategies.
13 Determine strategy for HR technology
(examples include HR information systems,
intranet) to meet organizational goals and
objectives in a global environment.
14 Participate in the development and
implementation of the organization’s
social media strategy and policies.
15 Participate in the development and
implementation of Corporate Social
Responsibility (CSR) programs consistent
with corporate philosophy and goals,
host country legal requirements and/or
external influences. | GPHR EXAM CONTENT OUTLINE 5
1000 The organization’s vision, values,
mission, business goals, objectives,
plans, processes, and culture
0002 Strategic/business planning and
continuous improvement processes and
their implementation
0003 Concepts and processes to align the global
HR function as a strategic business partner
(examples include business environment,
markets, consumer segments, industry
specific trends and cycles, key business
0004 Financial planning processes and budget
0005 Strategies and business models (examples
include joint ventures, wholly owned
subsidiaries, representative offices,
outsourcing/off-shoring) and their
0006 Organizational structures (by geography,
business unit, product line, and functional
discipline) and their design and
0007 HR analytics, methods, and processes
for assessing the value and the results
of HR programs (examples include
return on investment [ROI], cost/benefit
0008 The organization’s values and culture and
their fit with the culture, legal systems,
and business practice contexts of other
countries, including local and regional
0009 Business ethics standards and practices
at a global level, while maintaining local
0010 Role and expectations of customers,
suppliers, employees, communities,
shareholders, boards of directors, owners,
and other stakeholders
0011 HR technology (examples include
HR information systems, Intranet) to
support global human resource activities.
0012 Procedures and practices for cross-border
operation, integration, and divestiture
0013 Company and site start-up practices and
0014 Organization business philosophies,
financial models, and financial statements
0015 Due diligence and restructuring
processes appropriate to specific
regulatory environments and countries.
0016 Best practices and application of
community relations, environmental
initiatives, and philanthropic activities
0017 Corporate social responsibility practices
and policies
0018 Strategies to promote employer of choice
or employment branding initiatives and
best practices
0019 Social media technologies, trends, and
best practices including knowledge of
evolving legislation and regulations
The development, implementation, and evaluation of global staffing strategies to support
organizational objectives in a culturally appropriate manner. This includes utilizing the employer
brand; performing job and cost analysis; and attracting, recruiting, hiring, and managing global
mobility to meet business objectives.
01 Make sure global talent acquisition and
mobility policies, practices, and programs
comply with applicable laws and regulations.
02 Develop a strategic approach for global
talent acquisition and mobility that is aligned
with business needs and a diverse workforce.
03 Develop, implement, and evaluate orientation
and on-boarding processes that are culturally
relevant and align with organizational strategy.
04 Monitor staffing metrics to evaluate results
against global staffing plan (examples include
cost-of-hire, retention, return on investment).
05 Comply with required talent acquisition
and mobility regulations (examples include
immigration, tax, visas, work permits).
06 Lead all aspects of vendor/supplier management
(independent contractor, consultant,
agency, and third-party organization) in areas
of staffing and mobility (examples include
researching vendor options, conducting
contract negotiations, vendor selection,
managing ongoing relationship, conflict
resolution, termination of engagement).
07 Utilize and promote the employer branding
strategy to attract diverse talent from global
and local markets.
08 Identify, utilize, and evaluate sources of
global talent (examples include personal
networks, professional and business
organizations, college recruiting, job boards,
social media, other technological tools).
09 Develop a global staffing plan with key
stakeholders that supports business needs.
10 Develop, implement, and evaluate pre- and
post-hire policies and procedures that are
culturally appropriate (examples include
selection criteria and tools, employment and
expatriate agreements, background checks,
medical evaluation).
11 Create position descriptions that define
job-specific responsibilities, knowledge,
skills, and abilities.
12 Prepare cost estimates for global assignments
and advise management on budget impacts.
13 Provide consultation to potential global
assignees and their managers on terms and
conditions of the assignment.
14 Manage and coordinate relocation services
and expenses (examples include host location
destination services, housing disposition
including property management, household
goods shipment/storage, travel and temporary
living arrangements, logistics of repatriation).
15 Manage and coordinate mobility services and
expenses for global assignments (examples
include culture and language training; spouse
or partner assistance; employee, spouse or
partner and family mentoring and coaching,
repatriation planning and implementation).
16 Establish/maintain ongoing communication
practices with global assignees, host and
home country management.
17 Develop repatriation programs for
global assignees. | GPHR EXAM CONTENT OUTLINE 7
0020 Applicable laws and regulations related to
hiring and employment
0021 Strategies to promote employer of choice
or employment branding initiatives
0022 Methods for developing, sourcing,
and implementing a global workforce
staffing plan
0023 Global and country-specific recruiting and
hiring practices, methods and sources
0024 Position description development
0025 Culturally appropriate interviewing
techniques and selection systems
0026 Employment contract content requirements
by country
0027 Deployment activities (examples include
relocation, mobility services, immigration)
0028 Company onboarding programs
0029 Staffing metrics (examples include
cost-of-hire, new hire attrition, return on
investment [ROI])
0030 Policies and processes related to types
of assignments (examples include shortterm,
long-term, permanent, commuting)
that address specific needs (examples
include technology transfer, leadership
and management development, project
0031 Assessment and selection tools and models
for global assignments
0032 Global assignment management, tracking,
and reporting
0033 Intercultural theory models and their
application to overall business success
0034 Critical success factors for global
assignees (examples include spouse or
partner and family adjustment, support,
0035 Global assignee preparation programs
(examples include cultural and language
training, host country site orientation,
relocation services, destination services)
0036 Expenses related to global relocation
and mobility services (examples include
destination services, housing, travel and
temporary living, shipment and storage of
household goods, culture and language
training, dependent education)
0037 Assignment assessment measures to
evaluate global assignee fit and impact
on the business
0038 Immigration issues related to global
mobility (examples include visas, work
permits, residency registration)
0039 Techniques for fostering effective
communications with global assignees,
management, and leadership
0040 Tools, best practices, and support services
for repatriation
0041 Corporate income tax ramifications of
employee and employment activities in
various jurisdictions, including unintentional
permanent establishment
The establishment and evaluation of a global compensation and benefits strategy aligned with the
business objectives. This includes financial and non-financial rewards.
01 Develop and implement compensation,
benefits, and perquisite programs that are
appropriately funded, cost- and tax-effective
and comply with applicable laws and
02 Establish and communicate a global
compensation and benefits strategy that
aligns with business objectives and supports
employee engagement.
03 Design and/or negotiate compensation
and benefits programs for business changes
(examples include start-ups, restructuring,
mergers and acquisitions, joint ventures,
04 Develop, implement, and assess job
valuation systems aligned with global
business strategy.
05 Establish and maintain compensation,
benefits, and perquisite programs for
key executives and employees in each
country of operation, including base salary
structures, short- and long-term incentive
plans, supplemental benefits programs,
and tax-effective compensation
06 Develop and implement global assignment
compensation terms and conditions (examples
include balance sheet and alternative
approach calculations, allowances, premiums,
end-of-assignment bonuses, localization).
07 Develop and implement global assignment
benefit and perquisite programs (examples
include health care, employee assistance
programs, club memberships, company cars).
08 Develop, implement, and assess programs
to address income and social insurance tax
obligations, including portability for global
09 Develop, implement, and manage
compensation, benefits and perquisite
programs for global assignees and local
employees for each country of operation.
10 Manage and evaluate global assignmentrelated
payments, payroll, and activities.
11 Research, develop and implement
technological tools (for example, HRIS,
performance management systems) to
support the compensation and benefits
0042 Local laws regarding compensation,
benefits, and taxes (examples include tax
equalization or protection, mandatory or
voluntary benefits)
0043 Global assignment tax planning and
compliance requirements and processes
0044 Payroll requirements and global
assignment payment methods (examples
include split payroll, home and host
country payments)
0045 Localization concepts and processes
(examples include compensation and
benefits adjustments, tax implications,
social insurance issues)
0046 Global assignment compensation
packages (examples include net-to-net,
regional and host location based,
headquarters based, balance sheet,
host country-plus)
0047 Cost-of-living models and their impact on
global assignments (examples include
goods and services allowances, efficient
purchaser indices)
0048 Global and country-specific benefit
programs (examples include retirement,
social insurance, health care, life and
disability income protection)
0049 Global and country-specific perquisite
programs (examples include company
cars, club memberships, housing, meal
allowances, entertainment allowances)
0050 Equity-based programs (examples include
stock options, phantom stock, restricted
shares, stock purchase) and their global
application and taxation issues for the
employee and the company
0051 The impact of cross-border moves on
long- and short-term incentive programs
0052 Portability of health and welfare programs
(examples include retirement, social
insurance, health care, life and disability
0053 Finance, payroll, and accounting practices
related to local compensation and benefits
0054 Procedures to collect and analyze data
from global, regional, and local
compensation and benefits surveys
0055 Appropriate mix of compensation and
benefits for different local and regional
0056 Global executive compensation, benefits,
and perquisites programs (examples
include bonuses, deferred compensation,
long-term incentives, tax-effective
compensation methods)
0057 Financing of benefits programs, including
insured programs, multinational insurance
pooling and retirement funding options
0058 Information sources on global and local
compensation, benefits, and tax trends
0059 Due diligence procedures for business
changes (examples include mergers
and acquisitions, joint ventures,
divestitures, restructuring) with respect to
compensation, benefits, and perquisites
0060 Job valuation tools (examples include
point-factor systems, salary surveys,
0061 Tax treaties and bilateral / reciprocal
social security agreements (Totalization
0062 Collective bargaining agreements and
works council mandated compensation
and benefits
The design, implementation, and evaluation of organizational development programs and processes
to effectively develop a global workforce supporting business goals, culture and values.
01 Make sure talent development programs
comply with applicable laws and regulations.
02 Align local and regional practices with
corporate vision, organizational culture,
and values.
03 Create and implement awareness
programs (examples include diversity,
non-discrimination, bullying, cultural
sensitivity, multi-generational workforce)
that are aligned with the organization’s
philosophy and adapt to local cultural
04 Develop systems that support the
implementation of global change
management initiatives.
05 Develop and implement communication
programs that are effective for a global
workforce and other stakeholders.
06 Make sure employees have the appropriate
knowledge, skills, and abilities needed to
meet current and future business
07 Implement and evaluate a process to
measure the effectiveness of organizational
development programs based on global
HR metrics/measurements (examples include
employee engagement surveys, turnover
rates, training return on investment [ROI],
benchmarking data, scorecards).
08 Develop and implement processes, programs,
and tools to support organization and
workforce development at all levels of the
organization (examples include career and
leadership development, succession planning,
retention, repatriated employees, short-term
09 Develop programs, policies, and guidelines
to support geographically dispersed and/
or virtual teams (examples include team
building, project management, performance
10 Establish work-life balance programs
(examples include job sharing, flextime,
telecommuting) and their application and
appropriateness to different cultures.
11 Implement culturally appropriate
performance management processes
that support both global and local business
12 Develop and implement global programs
to support the organization’s growth,
restructuring, redeployment and downsizing
initiatives (examples include mergers and
acquisitions, joint ventures, divestitures).
13 Develop and implement competency models
to support global and local business goals.
14 Identify and integrate external workforce
to provide services to support global and
local objectives (examples include
consultants, independent contractors,
vendors, suppliers) as it relates to talent
and organizational development. | GPHR EXAM CONTENT OUTLINE 11
0063 Applicable laws and regulations related to
talent development activities
0064 Work-life balance programs
0065 Techniques to promote and align corporate
vision, culture, and values with local and
regional organizations
0066 Global organizational development
programs and practices (examples include
succession planning, leadership
0067 Needs assessment for talent and
organizational development in a global
0068 Training programs and their application in
global environments
0069 Global learning models and methodologies
0070 Performance management, feedback,
and coaching methods as they apply
locally and globally
0071 Techniques to measure organizational
effectiveness in a global business
environment (examples include
engagement surveys, benchmarking,
productivity measurement tools)
0072 Retention strategies and principles and
their application in different cultures and
0073 Redeployment, downsizing, and exit
management strategies and principles
and their application in different cultures
and countries
0074 Career planning models
0075 Critical success factors for global assignees
(examples include family adjustment
and support, communication, career
planning, mentoring)
0076 Best practices and processes for utilizing
the experience of repatriated employees
0077 Competency models and their global
0078 Trends and practices for employee
0079 Interpersonal and organizational
behavior concepts and their application
in a global context (examples include
the use of geographically dispersed
teams, virtual teams, culture training,
cross-cultural communications)
The design, implementation, and evaluation of processes and practices that protect or enhance
organizational value. This includes managing risk, ensuring compliance, and balancing employer and
employee rights and responsibilities on a global basis.
01 Make sure activities related to employee
and labor relations, safety, security, and
privacy are compliant with applicable laws
and regulations, from initial employment
through termination.
02 Comply with extraterritorial laws to mitigate
risk to the organization (examples include
US Title VII, US Americans with Disabilities
Act, US Foreign Corrupt Practices Act,
EU Data Privacy Directive and Safe Harbor
Privacy Principles, UK Bribery Act).
03 Make sure the organization complies with
globally recognized regulations to enable
effective workforce relations and meet
acceptable workplace standards (examples
include OECD Guidelines for Multinational
Enterprises, ILO conventions, Mercosur,
04 Monitor employment-related legal
compliance and ethical conduct throughout
the global supply chain (examples include
consultants, independent contractors,
vendors, suppliers) to mitigate the risk
to the organization.
05 Develop assessment procedures for HR
internal controls, evaluate results and take
corrective actions.
06 Comply with all regulations related to
employee records and data (examples
include EU Data Privacy Directive, US HIPAA,
Australian Federal Privacy Act).
07 Establish alternative dispute resolution and
grievance processes, disciplinary procedures,
and investigative processes in compliance
with applicable laws and practices.
08 Develop and implement programs to
promote a positive work culture (examples
include employee recognition, constructive
discipline, non-monetary rewards, positive
09 Confer with employee representative groups
in compliance with statutory requirements
(examples include works councils, unions,
joint action committees).
10 Develop, implement, and communicate
employment-related corporate policies
(examples include ethics and professional
standards, codes of conduct, antidiscrimination,
anti-harassment, anti-bullying).
11 Coordinate global risk management,
emergency response, safety, and security
practices (examples include intellectual
property, occupational health and safety,
disaster and crisis management, duty of care). | GPHR EXAM CONTENT OUTLINE 13
0080 Applicable laws affecting employee and
labor relations (including termination of
employment), workplace health, safety,
security, and privacy
0081 Major laws that apply extraterritorially
(examples include US Title VII, US
Americans with Disabilities Act, US Foreign
Corrupt Practices Act, EU Data Privacy
Directive and Safe Harbor Privacy
Principles, UK Bribery Act)
0082 Globally-recognized regulations,
conventions and agreements (examples
include OECD Guidelines for Multinational
Enterprises, ILO Conventions, Mercosur,
NAFTA, WTO, UN Compact)
0083 Employment-related legal compliance
and ethical conduct of vendors, suppliers
and contractors
0084 Internal controls, compliance, and audit
0085 Employee rights to privacy and recordkeeping
requirements (examples include
EU Data Privacy Directive and Safe Harbor
Principles, US HIPAA, Australian Federal
Privacy Act).
0086 Individual employment rights (examples
include employees’ rights to bargain,
grievance procedures, required recognition
of unions)
0087 Appropriate global and local techniques
for managing employee relations
(examples include small group facilitation,
dispute resolution, grievance handling,
employee recognition, constructive
0088 Legal and customary roles of works
councils and trade unions
0089 Local collective bargaining processes,
strategies, and concepts
0090 Employment litigation
0091 Workplace security risks including
physical threats and piracy of intellectual
property and other company-proprietary
0092 Local conditions relating to personal
security (examples include kidnapping,
terrorism, hijacking)
0093 Emergency response and crisismanagement
planning (examples
include plans for medical emergencies,
pandemics, disasters, evacuation, riots,
civil disorder, other physical threats,
facility safety)
0094 Basic business, global, political, and
socioeconomic conditions, demographics,
law, and trade agreements, and how they
relate to business operations
0095 Globalization and its drivers, opportunities,
consequences, and trends
0096 Global management techniques, including
planning, directing, controlling, and
coordinating resources
0097 Global project management methods
and applications
0098 Global application of human resource
ethics and professional standards
0099 Change management strategies,
processes, and tools
0100 Global leadership concepts and
0101 Qualitative and quantitative methods
and tools for analysis, interpretation and
decision-making purposes and their
0102 Intercultural theory and specific cultural
0103 Cross-cultural management techniques
0104 Strategies for managing global vendor/
supplier relationships, selection processes,
and contract negotiations
0105 Communication processes and techniques
and their worldwide applicability
0106 Effective use of interpreters, translators,
and translations
0107 Techniques to promote creativity and
0108 Principles and practices that foster a
diverse workforce
0109 Strategies of globalization versus
localization of HR policies and programs
0110 HR capability within the organization
(both global and local)
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Gig marketplaces enable educators to work with students outdoor their native communities, permitting them to reach students in any global location. students in China can entry English language training from a teacher based within the U.S., for example, whereas a guitar teacher in Canada can provide training to college students in Europe. here Deep Dive focuses on educators within the gig economic system and the disbursement solutions helping them faucet into the markets full fiscal advantage. Gig economic system training 101 academics and educators at the moment symbolize a smaller share of ordinary gig employees, in keeping with the Q3 2018 Gig financial system Index. Of all those surveyed for the Index, simply 5.1 % suggested that their primary gig jobs had been in training, a slight drop from the 5.9 % who pronounced the identical in Q2 2018. there's reason to consider the area will expand in the coming years, besides the fact that children. The international online tutoring market is anticipated to develop at a compound annual increase fee (CAGR) of 14 percent from 2018 to 2022, with the U.S. and chinese areas main funding efforts. The market itself is on target to be value $325 billion by 2025, meaning that training-concentrated gig platforms might be neatly-positioned to extend. These marketplaces already play a major position when it comes to connecting educators with college students. in response to the identical Index, 48 percent of gig employees in schooling, training and library functions found their job opportunities via structures equivalent to TakeLessons, which connects college students with teachers for classes in lecturers, languages, music and other areas. LiveMusicLessons, on the other hand, is selected to tune and makes it possible for students to remotely get hold of instrument and vocal training. systems like these are gaining recognition worldwide, too. VIPKid, a chinese linguistics market, boasts an estimated 60,000 educators from the U.S. and Canada. The online training market is also strong in India, partly because of expanded cyber web entry and smartphone penetration. native industry GuruQ serves as a favored relevant meeting vicinity for students and tutors worldwide, and Indias online training market is projected to develop at a CAGR of approximately 19 p.c between 2016 and 2020, according to some experiences. Gig financial system lessons for lecturers world online training marketplaces are proving to be constructive resources that allow educators to tap into employment merits that different gig workers savour, like flexibility. They were prior to now boxed into usual college hours and pay, however with the emergence of gig structures, they at the moment are in a position to work the hours they desire at the fees they select. 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