Continuing education in Strategic Management is designed to encourage HR professionals to learn more about "the business" in order to be able to make a greater contribution to organizational success. Therefore, if the main focus of the continuing education activity is business-related (i.e. educating the HR professional in relevant aspects of finance, marketing, information technology, etc) it is considered Strategic Management. Similarly, information related to the general business environment, such as industry practices and developments, technological developments, economic environment, and labor pool/demographic trends, would also qualify. Courses whose primary focus involves strategic planning, budgeting, corporate social responsibility, corporate governance/ethics and due diligence for mergers & acquisitions are other examples.

Another component of Strategic Management is the alignment of HR goals with organizational goals. Therefore, if the primary focus of an activity is aligning human capital activities with the business plan, it crosses into the Strategic Management domain. Some examples include developing metrics to measure HR’s contributions, integrating technology into HR applications, and establishing leadership development systems tied to organizational goals.

It is important to note that taking a “strategic approach” to an issue or developing a “strategy” does not qualify an activity for Strategic Management credit. Additionally, if a course is designated as Strategic Management, it does not mean that it is necessarily a “senior-level” presentation or one that is more important than another. It does mean that the primary focus of the course is tied to overall organizational operations and the subject matter goes beyond traditional “HR-related” topics.

Anyone whose SPHR certification cycle ends in 2006 or later is required to record 15 strategic management hours in order to recertify their designation. Because the HR Certification Institute receives a lot of questions about what activities qualify for strategic management credit hours, we thought it might be helpful to provide the pointers found below. In addition we've compiled a list of sample activities, essay contest samples and held Virtual Counselor sessions on the topic.

First, it is highly recommended that certificants review pages 11-17 of the Recertification Handbook. Here you will find examples of different strategic-level activities. It is also recommended that you cite the specific functional responsibility area (01-18 under the “Strategic Management” section of the PHR/SPHR Body of Knowledge) when providing a description of the activity in your recertification application. This exercise alone can frequently help you to determine if an activity is strategic in nature.

When filling out your application make sure to include enough detail in your activity description for the application reviewer to make a determination on whether the activity meets the requirement of being strategic. The title of an activity or course often does not provide enough detail to make a decision.

Strategic management responsibilities are defined as: “Developing, contributing to, and supporting the organization’s mission, vision, values, strategic goals, and objectives; formulating policies; guiding and leading the change process; and evaluating HR’s contributions to organizational effectiveness.”

Here are some questions to ask yourself when deciding whether an activity should be submitted as “strategic”

• How was the activity grassroots or legislative in nature?
• If you developed a program that encouraged your company or its employees to give back to the community, how did it contribute to your organization's strategic goals and objectives?
• How did the activity influence a major organizational change and how did that impact the bottom line?
• How did the activity influence leadership training, change management following a major transition, or set ethical standards for your organization?
• How did you measure the business impact and the ROI for your organization?

It is also important to understand what is NOT considered to be a strategic management activity. Here are some examples:

• Courses that instruct professionals on how to do their jobs, for instance communications techniques, customer service or time management.
• Conventional “HR-related” seminars and workshops. (These will often qualify for general recertification credit hours, but not strategic management).
• Participating in, rather than developing, community-related activities.
• Community involvement unrelated to your organization’s mission (e.g., being a Girl Scout Leader).
• Implementing an initiative that others have developed.
• Establishing or initiating standard HR programs, such as performance review policies or selecting a health care provider.
• Activities that bring your organization into compliance with established labor laws and/or regulations.

Remember, your recertification application should clearly demonstrate why each activity should be awarded strategic management hours. The more detailed a description you give that supports your case, the more likely it will be awarded strategic management credits. If it is determined that your activity does not qualify for strategic management credit our recertification specialists may reassign it toward general recertification credits.

The HR Certification Institute will continue to offer instructions and guidance on this recertification requirement. Watch your emails and our website for upcoming webcasts, seminars and helpful hints. You may also email specific questions to info@hrci.org. Please allow 2-4 business days for a response.

Earning Strategic Management Credit