Human Resources Case Study

Human Resources Management Issues, Challenges and Trends: “Now and Around the Corner”, pages 229–243. Copyright © 2019 by Information Age Publishing All rights of reproduction in any form reserved. 229

CHAPTER 12

HUMAN RESOURCES CERTIFICATION

Trends and Acceptance in Industry

Jonathan Shoemaker, Sheri Bias, Sean Gibbons, Henry Adu, and Nicole Hawkins

INTRODUCTION

Certification lends credibility to an individual showing that there has been a mas- tery of a body of knowledge in a particular realm. This seems to be an impor- tant component of demonstrating professionalism in many industries, and many certifications have evolved that allow individuals to obtain a level demonstrated competence within a particular field. This research focuses on the various human resources certifications offered by credentialing bodies in the human resources industry, namely HRCI and SHRM. Across multiple industries and in order to produce a skilled and educated labor force, specific industry focused and recog- nized certifications and credentials have been developed.

Germaine to credentialing is to highlight the important relationship between learning the knowledge, skills and abilities necessary to successfully obtain and perform jobs within specific industries. The credentialing process also helps to

C o p y r i g h t 2 0 1 9 . I n f o r m a t i o n A g e P u b l i s h i n g .

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provide a foundation for curriculum development within education and career institutions; that is, it establishes a career and educational pathway for those ca- reer focused disciplines from high school, two- and four-year higher education institutions. After all, formal education is thought to be a direct link to gainful em- ployment. In order to fully explore this topic of relevance of credentialing, a brief history on HR certifications will lay the foundation for further understanding.

HISTORY OF HR CERTIFICATION

Certifying professionals on the body of knowledge is not new. In fact, the Human Resources Certification Institute (HRCI), previously called American Society of Personnel Administration (ASPA) was a predecessor to the current Society for Human Resource Management (SHRM) gave birth to the idea of credentialing in 1973. The first credentialing exam was administered in 1976 through the ASPA Accreditation Institute (AAI) which has subsequently evolved into a variety of credentialing exams now given by HRCI. HRCI has been known to be the leader in the industry for HR professional credentialing and touts having awarded certi- fication to hundreds of thousands of HR professionals (HRCI History, 2018). The credentials that an individual can achieve through HRCI are:

• Associate Professional in Human Resources (aPHR) • Associate Professional in Human Resources International (aPHRi) • Professional in Human Resources (PHR) • Professional in Human Resources California (PHRca) • Professional in Human Resources International (PHRi) • Senior Professional in Human Resources (SPHR) • Senior Professional in Human Resources International (SPHRi) • Global Professional in Human Resources (GPHR) (About HRCI, 2018)

However, in 2014, SHRM decided to undertake offering its own certifications. The reasons behind the split between HRCI and SHRM will be further discussed in the next section. SHRM offers two certifications: Certified Professional (SHRM- CP) and Senior Certified Professional (SHRM-SCP) (About SHRM Certification, 2018). One key difference between the exams offered by HRCI and those offered by SHRM are the situational judgment items (SJIs) tested on the SHRM exams. Beyond the rote memorization of knowledge items, the SHRM exam uses SJIs to “assess candidates’ judgment and decision-making skills, which are not eas- ily measured using tradition knowledge-based questions” (Description of Exams, 2018, p. 1). Essentially, this means that these types of exam questions have a best and then next best answer versus only having one right answer to the hypothetical questions asked.

In 2016, SHRM examinations met the standards for accreditation by the Bu- ros Center for Testing. The Buros Center for Testing is known for certifying the testing protocols, processes, and policies for other examination such as licensure

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Human Resources Certification • 231

exams, educational achievement exams, and admissions testing for universities (Buros Center for Testing, 2018). Certification from Buros required extensive re- view of SHRM’s testing infrastructure, methodology, and policy including site visits to various partners administering the examinations. HRCI examinations are accredited by the National Commission for Certifying Agencies (NCCA). The NCAA was one of the first to certify credentialing exams in the 1970s, and the standards for certification for an examination are applicable across the board to all professions and industries (NCCA Accreditation, 2018).

WHY THE SPLIT? HRCI V. SHRM

The bottom line on what some have called a rather bitter divorce between these entities is that SHRM wanted to embed a new competency model into the HRCI infrastructure of materials (SHRM Competency Model, 2018). This met with re- sistance from HRCI as the stance of HRCI was that the credentialing exam should be independent from SHRM. Based on this resistance from HRCI, SHRM de- cided to pursue certification examinations and providing credentials based on this new competency model outside of the relationship with HRCI; thereby, cutting ties with HRCI on certification efforts.

According to Berman-Gorvine (2014), the rationale provided by SHRM’s CEO that for creating these new certifications was:

• To establish certifications that are highly relevant to employers and meets the needs of business;

• To grow certification in the HR profession, which has currently plateaued in the U.S. at round 12 percent; and

• To elevate the profession and create a universal standard for HR, (p. 1).

Essentially, the war between these two factions has created a lot of confusion in the marketplace regarding certifications. Those holding the HRCI certifications were afforded the opportunity to achieve the SHRM certifications by taking a web-training for the similar level of certification without having to actually take the SHRM exam to gain the credential. It has been noted that HRCI has experi- enced a slight decrease in the number of individuals recertifying for those exams (Prokopeak, 2015). Therefore, it is still to be determined the overall impact of this split between HRCI and SHRM on the marketplace for credentialing HR profes- sionals as these organizations seemingly have no plans to work together in the future.

WHAT DO EMPLOYERS WANT IN CREDENTIALS FROM CANDIDATES?

Based on personal experiences of the authors, as well as conversations with in- dustry professionals, we sought to further understand if the marketplace preferred the HRCI certifications that had been in existence for many years, or the newly

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offering SHRM certifications when advertising to fill open positions in human resources. The information that follows details the hypotheses, research method- ology, results, and discussion on the findings toward a point of inquiry on prefer- ences for certifications.

Hypotheses

Hypothesis 1: Professional certification is an important qualification for many jobs and available human resource certifications are generally applicable nation- wide (exception for California). Thus, a significant majority of human resource industry job postings will require or prefer some form of HR certification.

Hypothesis 2: While the professional certifications available through HRCI have been around longer, SHRM is more generally recognized in the HR industry as a source of human resource information and standards. Thus, when a job post- ing states that HR certification is required or preferred, equal consideration will be given to HRCI and SHRM certifications.

Hypothesis 3: Because of the distinct and substantial impact of employment laws and human resource regulations unique to in the State of California com- pared to the rest of the United States, significantly more job postings for positions in California labor markets will require or prefer some form of HR certification than other US markets.

Hypothesis 4: Advanced positions require more evidence of ability and higher qualifications. Thus, job postings that require or prefer a higher “years of experi- ence” qualification will be more likely to require or prefer a professional certifica- tion in addition.

Methods

Investigators from Saint Leo University used LinkedIn.com’s job search en- gine as the primary source of information. LinkedIn is a business-oriented social networking site (SNS) with over 400 million users as of 2015 (LinkedIn Blog, 2015). Members of LinkedIn can promote their skills, reach out to job recruit- ers by using the built-in instant messenger client, and search for job postings uploaded to the website by various organizations. LinkedIn’s large user base and ease of use made it a good choice as the primary source of data for the research.

Initially, the geographic areas selected were concentrated on where Saint Leo University has satellite campuses. Saint Leo University offers on-ground courses in the Tampa-Saint Petersburg, FL market, Richmond, VA; Greater Atlanta and Norfolk, VA. The researchers also decided to include the Washington, D.C. metro- politan area (including Northern Virginia and Southern Maryland), reasoning that there would be significant awareness of these organizations in this labor market as this is the international headquarters of both the Society for Human Resource Management and the Human Resources Certification Institute. The researchers added Greater Los Angeles to address the fact that both certifying bodies offer a

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Human Resources Certification • 233

separate credential for HR professionals in the state of California because of the number of different state employment laws.

The researchers assume that all postings were legitimate and were listed by reputable companies, and that each job description was in full alignment with the requirements of the recruiter. Job postings in each market were searched using a combination of typing “human resources” in search box and checking “human resources” on the optional Job Function filter. This extra measure prevented jobs unrelated to human resources, but which mentioned the term (e.g., “for more in- formation, contact human resources”) from populating.

As expected, several of the locations searched had thousands of job postings. The most recent 100 job postings were used in each location. Two of the locations offered less than one hundred positions using this search criteria.

The following data were extracted from the job postings:

• Company • Location • Job title • Years of experience required • Years of experience preferred • Degree(s) required • Degree(s) preferred • Certification(s) required • Certification(s) preferred • Level of position (coded as: Entry, Middle Management, or VP/Exec)

The data collected was coded into a Microsoft Excel spreadsheet. Each data point was entered exactly as it appeared in the LinkedIn description to minimize misinterpretation. Thus, three years of experience is coded as “3,” but three-to- five years of experience is coded as “3 to 5.” If a category was not applicable it was coded N/A. For example, if no certifications were required, Certification(s) Required was coded N/A. All LinkedIn postings were archived, and dates of cod- ing were provided in case the posting was altered or deleted from LinkedIn. The researchers used Microsoft Excel’s COUNTIF function to count the number of occurrences and created histograms based on the findings.

Results

A total of 483 job postings across the 6 markets were analyzed. The breakdown of postings per market are provided in table 12.1.

The Norfolk, VA and Richmond, VA markets included less than 100 cases as these markets are smaller and fewer cases were available that fit the research cri- teria at the time the data were collected.

Markets were analyzed overall and individually. It appears that none of the markets analyzed prioritized human resources certification, either as a required

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or preferred hiring criterion. Required certification was far from predominant in any market; in fact, in three of the six markets, 0 out of 100 or more job postings required job applicants to be certified. Preference for certification was relatively low and ranged from 0% to 37%, with the highest prevalence of preference for certification in the Washington, DC market (coincidentally the headquarters of both SHRM and HRCI). The number and percentage of required and preferred certification by market is presented in Table 12.2.

The Norfolk, VA market was an interesting outlier in that 19% of the job post- ings analyzed did require certification, while zero job postings stated that certifica- tion was preferred. The employers whose postings included required certification came from multiple industries including healthcare, administrative consulting, manufacturing, service, and others with no clear pattern as to why they might require certification. This finding may also be a result of the smaller sample size in the Norfolk, VA market.

Ultimately, none of the markets analyzed predominantly required or preferred certification. Thus, Hypothesis 1 that a majority of job postings would require or prefer human resources certification was not supported.

TABLE 12.1. Job Postings Analyzed by Market

Market Count of Job Postings

Norfolk, VA 32

Richmond, VA 51

Washington, DC 101

Greater Atlanta, GA 100

Tampa/St. Petersburg, FL 100

Los Angeles, CA 100

TABLE 12.2. Certification Required and Preferred by Market

Market Certification Required Certification Preferred

Norfolk, VA* 6 (19%) 0 (0%)

Richmond, VA 3 (6%) 14 (27%)

Tampa / St. Petersburg FL 0 (0%) 22 (22%)

Washington, DC 0 (0%) 37 (37%)

Greater Atlanta, GA 3 (3%) 23 (23%)

Los Angeles, CA 0 (0%) 23 (23%)

Overall 12 (2.5%) 119 (25%)

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Human Resources Certification • 235

The variety of certifications that were mentioned in job postings included cer- tifications through SHRM, through HRCI, and several compensation- or benefits- related certifications from smaller certifying bodies including:

• ADP, Inc. Certified Payroll Specialist (CPS) • American Payroll Association Fundamental Payroll Certification (FPC)

and Certified Payroll Professional (CPP) • International Foundation of Employee Benefits Plans Certified Employee

Benefits Specialist (CEBS) • WorldatWork Certified Benefits Professional (CBP) and Certified Com-

pensation Professional (CCP)

While these certifications are respected in the human resources industry, they have a significantly smaller membership and were thus an unexpected artifact of the data collected. Figure 12.1 illustrates the frequency of each certification. A small number of the job postings did not mention a specific certification but instead mentioned one or both main human resource certifying organizations (SHRM or HRCI).

A chi-square test was performed to determine whether there were differences in likelihood to prefer or require certification from HRCI or SHRM. After consoli- dating the data, it is clear that (among the organizations that included mention of any certification in their job postings), requirement or preference for certifications from HRCI (including “HRCI,” SPHR, and PHR) are significantly more prevalent

FIGURE 12.1. Frequency of Preferred or Required Certification

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236 • SHOEMAKER, BIAS, GIBBONS, ADU, & HAWKINS

than those from SHRM (including “SHRM,” SHRM-CP, and “CP”), χ2 (1, N=146) = 87.46, p < .01). Thus, Hypothesis 2, that both HRCI and SHRM certifications would be required or preferred with equal consideration was not supported. Note that the frequency of certifications is greater than the total number of employers who mentioned certification in their job postings as several employers mentioned more than one type of certification in the same posting.

The State of California has significantly more employment laws than other states and even the federal government (Letizia, 2018). Thus, both bodies (HRCI and SHRM) offer or will soon offer certifications that are specific to California. It stands to reason that job postings in California would more frequently require or prefer candidates with human resources certifications.

A chi-square test was performed to determine whether there were differences in likelihood to prefer or require certification in Los Angeles compared to other markets. The data did not support that conclusion; job postings in the Los Angeles market required or preferred certification at a rate almost identical to that of the Greater Atlanta and Tampa/St. Petersburg markets, χ2 (2, N=300) = .038, n.s. In fact, the Washington, DC market rate for preferred certification was higher than the other markets (see Table 12.2). Figure 12.2 illustrates Preferred Certifications in Los Angeles (0 job postings requested Required Certification). Thus, Hypoth- esis 3 is not supported.

FIGURE 12.2. Los Angeles Market Preferred Certifications

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Human Resources Certification • 237

Finally, all markets were analyzed to determine whether job postings for more advanced positions were more likely to seek Preferred or Require Certification. An “advanced position” was operationalized to include conditions of either 1) more required or preferred “years of experience” qualification and/or 2) described in the job posting as being at the Mid-Career or the Executive/VP level, instead of an Entry Level position.

The first condition was analyzed by categorizing the Required Years of Ex- perience variable into four groups; values ranged from “N/A” to “10–15.” The categories and frequencies are provided below in Table 12.3. Preferred Years of Experience was not analyzed because of small nature of the sample (Only 27 cases listed Preferred Years of Experience out of the total N = 483 job postings).

A chi-square test was performed on the re-categorized data to determine whether there were differences in likelihood to prefer or require certification in each category. Table 12.4 provides the frequency distribution and relative fre- quencies for each category of required and preferred certification.

The results demonstrate that there is a significant difference between the cat- egories in whether certification was preferred χ2 (3, N=483) = 40.53, p < .01, but not whether certification was required χ2 (3, N=483) = 4.52, n.s. Job postings for positions in the High and Medium categories of “Years of Experience” were much

TABLE 12.3. Categories for Required Years of Experience

Category Examples Count (Freq) N = 483

N/A N/A (no requirement) 85 (18%)

Low (3 years and below) 0–1, 2–3, 3 115 (24%)

Med (3+ to 5 years) 3+, 3 to 5, 4 133 (28%)

High (5+ years and above) 4–6, 5+, 7–10, 10 150 (31%)

(Note: all categories are based on the highest required value given in the job postings. Frequencies may not equal 100% due to rounding)

TABLE 12.4. Frequency Distribution by Experience for Preferred & Required Certification

Years of Experience Category

Required Preferred

Yes No Yes No

N % N % N % N %

High 7 5% 143 95% 57 38% 93 62%

Med 4 3% 129 97% 41 31% 92 69%

Low 0 0% 115 100% 8 7% 107 93%

N/A 1 1% 84 99% 13 15% 72 85%

Total 11 2% 472 98% 119 25% 364 75%

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238 • SHOEMAKER, BIAS, GIBBONS, ADU, & HAWKINS

more likely to seek Preferred Certification than those in the Low category of years of experience (0–3 years) or postings with no mention of years of experience.

The second condition, Level of Position made it relatively easy to compare categories across Entry Level, Mid-Career and Executive/VP Level. In this analy- sis, the N/A cases were excluded as researchers could not determine what level of position was posted. The categories and frequencies are provided in Table 12.5.

A chi-square test was performed to determine whether there were differences in likelihood to prefer or require certification at each level. Table 12.6 provides the frequency distribution and relative frequencies at each level for required and preferred certification.

The results demonstrate that there is a significant difference between Levels on whether certification was preferred χ2 (2, N=483) = 31.0, p < .01), but not whether certification was required χ2 (2, N=483) = 1.17, n.s.). Mid-Career and Executive/ VP level positions were much more likely to seek Preferred Certification. Thus Hypothesis 4, that advanced positions are more inclined toward professional cer- tifications is partially supported under both definitions: Required Years of Experi- ence and Level of Position, but only when certification is Preferred, not required.

TABLE 12.3. Categories for Required Years of Experience

Category Examples Count (Freq) N = 483

N/A N/A (no requirement) 85 (18%)

Low (3 years and below) 0–1, 2–3, 3 115 (24%)

Med (3+ to 5 years) 3+, 3 to 5, 4 133 (28%)

High (5+ years and above) 4–6, 5+, 7–10, 10 150 (31%)

Note: all categories are based on the highest required value given in the job postings. Frequencies may not equal 100% due to rounding

TABLE 12.4: Frequency Distribution by Experience for Preferred & Required Certifi- cation

Years of Experience Category

Required Preferred

Yes No Yes No

N % N % N % N %

High 7 5% 143 95% 57 38% 93 62%

Med 4 3% 129 97% 41 31% 92 69%

Low 0 0% 115 100% 8 7% 107 93%

N/A 1 1% 84 99% 13 15% 72 85%

Total 11 2% 472 98% 119 25% 364 75%

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Human Resources Certification • 239

Discussion

The most important findings from this research are that Professional Certifica- tion is underappreciated and undervalued in the field of human resource manage- ment. In many professions, certification is an industry imperative. Certifications are of critical importance in the computing and information systems industries and in many health care job titles (Torpey, 2012). However, recent data from the Bureau of Labor Statistics reports only 3% of U.S. workers hold a professional certification without holding a license (Torpey, 2016). Possibly there is a stigma attached to certifications, which are generally required for job titles that require less education such as skilled labor occupations, not necessarily professional oc- cupations. Thus, the SHRM and HRCI certifications which are specifically based on educational attainment and years of experience are atypical. In fact, despite recent relaxation of standards, both of these accrediting bodies still require candi- dates for certification to hold at minimum a Bachelor’s degree.

Yet, other than degree or experience, a professional certification is one of three important ways to assure credentials. Particularly for entry level HR positions and early career job candidates, a certification can be the best method of assurance. Certification is one way to be certain that professionals with differing levels of ex-

TABLE 12.5. Level of Position

Level of Position Count (Freq) N = 483

Entry Level 159 (33%)

Middle Management 264 (55%)

Executive/VP 41 (8%)

N/A (excluded) 19 (4%)

Note: Frequencies may not equal 100%, due to rounding.

TABLE 12.6. Frequency Distribution by Level for Preferred & Required Certification

Level of Position

Required Preferred

Yes No Yes No

N % N % N % N %

Entry 3 2% 156 98% 16 10% 143 90%

Mid-Career 7 3% 257 97% 80 30% 184 70%

Executive/VP 2 5% 39 95% 18 44% 23 56%

Total 12 3% 452 97% 114 25% 350 75%

Note: N/A cases are excluded in this table. Frequencies may not equal 100%, due to rounding.

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240 • SHOEMAKER, BIAS, GIBBONS, ADU, & HAWKINS

perience and who may have a degree outside of field are knowledgeable about the core functions, responsibilities, capabilities and limitations of the industry. Thus, certificates hold a particular value for the field of human resources, where many professionals may not have a degree specifically in human resource management.

The message for human resources professionals who believe in the value of certification is that more work is needed. The responsibility to champion the im- portance of professional certification falls squarely on the shoulders of existing professionals, only 12% of which have any kind of HR certification (Greengard, 2016). The field of HR management should not be discouraged that too few hiring managers (and even too few recruiting/staffing professionals) ask for certification. It is up to the members of the field to educate business about the value of pro- fessional certification for HR practitioners. This may occur organically as more certified professionals obtain positions of higher responsibility within their com- panies, or even as more high-responsibility professionals understand the value of certification. It can also occur through better education regarding what human resources practitioners can provide to the organization. More data and research are also needed to demonstrate that certification is professionally meaningful to those in the field and—perhaps more importantly—financially meaningful to the organizations that employ them.

STUDY LIMITATIONS

This study focused on six metropolitan areas within the United States so there could be differences in credential preferences within other geographic areas or even international recognition. The researchers attempted to gain understanding of preferences using the selected geographic areas, and based on differences in laws and regulations by state, there could be areas that were not afforded the opportunity for consideration based on the selected geographic locations. Addi- tionally, this particular research did not include an international component to ascertain what the preferences are by organizations operating in a global capacity.

Further, another limitation could be that while the certification was not specifi- cally sought in the job vacancy announcement, it still could be something desired by the organization. This information could be discussed potentially during the interview with candidates having the credential who may be seen as preferred over those who do not. However, the question still remain is there one credential that is more preferred than the others?

Additionally, there can be a vast difference in titling of jobs such as can be noted through O*NET. Titles of various jobs within an organization would match the context of the organizational infrastructure but may not align with what other organizations are doing within the marketplace. Caution needs to be exercised to ensuring one is comparing apples to apples.

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Human Resources Certification • 241

The nature of the study also limited how the researchers could interpret the data. One of the benefits of using LinkedIn is that the data were readily available without having to conduct lengthy surveys of HR recruiters at the companies. However, precision was sacrificed in only reviewing categorical data. Since the data were collected in a binary format (e.g., certification preferred or not, degree required or not, etc.) no information was available about the weight of each of these factors. Ideally, the numerous hiring criteria could be analyzed via multiple regression if the recruiters were contacted to rate which factor(s) the employer valued most. As stated earlier, it may be that some of the determining factors would be discussed during the interview stage of the hiring process, and would not necessarily be accurately represented in a job description.

Range restriction was also an issue. The researchers were surprised that few to none of the markets analyzed required certain hiring criteria that were central to the research, such as degree, years of experience and particularly certifica- tion. While a meaningful portion of the sample did prefer some sort of human resources certification, it was far from the majority throughout.

FUTURE RESEARCH

As referenced in our discussion on the limitations of our study, it would be ben- eficial to continue this research to ascertain how preferences are changing. While the certifying bodies that are HRCI and SHRM will continue to operate and pro- vide certification opportunities, the importance for Human Resource (HR) pro- fessionals to maintain their certifications is essential to lifelong learning for the professional. Alonso (2018) posits that HR professionals often prioritize the pro- fessional management and development of the talent within an organization and often defer their own professional development. This action then may present as a gap of HR professional credentials within corporation C-Suites and beyond. What does this have to do with certification, per say? Herein, lies the issue.

With our previous findings do not indicate a strong preference for requiring certifications for HR professional position job postings from the junior to senior level, we believe this leaves an opportunity for growth and expansion for the profession. Alonso (2018) details the value of certification for HR professionals while painting a picture of the future of the HR profession. Alonso (2018) also posits that HR professions are expected to execute the dimensions of the HR core competencies as described by SHRM; yet, there is a skill gap in HR professionals regarding the competence and presence of the demonstrated HR body of knowl- edge. It seems that further development of HR professionals may actually be a lower priority within an organization in favor of prioritizing other identified needs first. Alonso (2018) also states that HR learning is not as detailed and planned as leaders in other organizational functional areas that benefit from coaching, mentoring and leadership development programs. HR learning “tends to be more

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242 • SHOEMAKER, BIAS, GIBBONS, ADU, & HAWKINS

static and one dimensional” (Alonso, 2018, p. 5), and these professionals are of- ten not included in high potential executive development and training programs. The paradox lies in that often HR experts facilitate and development these very programs; thus, HR professionals can be compared to life savers who are giv- ing oxygen to others without wearing an oxygen mask themselves. This rationale can help researchers and academicians evolve curriculum and build competencies within HR students and professionals in an attempt to better prepare them for operations in such workplace situations

Furthermore, such insight would benefit academicians in ensuring that they are building the appropriate competencies of students as well as organizations to have a common understanding of the value of these certifications and continue to position HR as a strategic business partner to add value to the organization. Focus could be on revisiting the same metropolitan areas to determine if any changes exist since the research was last conducted. Additionally, further insight can be gained from including additional metropolitan areas in the next research endeav- or. Further, using the same methodology, and including international components may provide perspective on these US-based certifications, as well as if there are any others that may be preferred by international companies.

REFERENCES

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about/AboutSHRMCertification/Pages/keybenefits.aspx Alonso, A. (2018). The value of certification/The future of HR: A journey to meaningful

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Buros Center for Testing. (2018). Audits and accreditation. Retrieved from http://buros. org/audits-and-accreditation

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Greengard, S. (2016, June 13). HR credentials: Evaluating their value. Workforce. Retrieved from http://www.workforce.com/2016/06/13/hr-credentials-evaluating-their-value/.

History. (2018). History: A brief history. HRCI.org. Retrieved from https://www.hrci.org/ about-hrci/overview/history

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EBSCOhost - printed on 12/7/2021 5:34 PM via UNIVERSITY OF MARYLAND GLOBAL CAMPUS. All use subject to https://www.ebsco.com/terms-of-use