Get yourself trained on 1Z0-218 Exam: PeopleSoft with this Online Training 1Z0-218 Exam: PeopleSoft Enterprise 9 HRMS Fundamentals Exam.
Online Training 1Z0-218 Exam: PeopleSoft Enterprise 9 HRMS Fundamentals Exam
Actual Exam Details:Duration: 120 MinutesNo of questions:70Passing score:66%Format:Multiple choiceExam Price:$ 249ExamTopics:PeopleSoft HRMS Fundamentals (R9)Human ResourcesProduct OverviewDescribe PeopleSoft Enterprise Human ResourcesSet up core human resources foundation tablesDefine and administer data permission securityAdd people in the PeopleSoft systemMaintain people and worker informationBusiness Process OverviewExplain PeopleSoft Enterprise Human Resources Management System (HRMS) products and business processesExplain PeopleSoft Human Resources core foundation tablesExplain PeopleSoft table setup considerationsExplain effective dating and action typesUse sources of information about PeopleSoft Human ResourcesSetting Up Core Foundation Tables Related to Installation Settings and CompaniesDefine the Human Resources foundation table sequence related to Installation Settings and CompaniesDefine the Installation TableSet up the Company tableIdentify implementation and worker-level default options related to Installation Settings and CompaniesSetting Up Core Foundation Tables Related to Business Units and TableSet SharingDefine the Human Resources foundation table sequence related to Business Units and TableSet SharingDefine setIDs, business units, and tableset sharingEstablish user and business unit defaultsIdentify implementation and worker-level default options related to Business Units and TableSet SharingSetting Up Core Foundation Tables Related to Establishments, Locations, and DepartmentsDefine the Human Resources foundation table sequence related to Establishments, Locations, and DepartmentsSet up the Establishment tableSet up the Location tableSet up the Department tableIdentify implementation and worker-level default options related to Establishments, Locations, and DepartmentsSetting Up Core Foundation Tables Related to CompensationDefine the Human Resource foundation table sequence related to CompensationSet up compensation rate code dataSet up the salary plan tablesIdentify implementation and worker-level default options related to CompensationSetting Up Core Foundation Tables Related to Jobs and Pay GroupsDefine the Human Resource foundation table sequence related to Jobs and Pay GroupsSet up the Job Code tableSet up the pay group tablesIdentify implementation and worker-level default options related to Jobs and Pay GroupsAdministering Data Permission SecurityExplain row level data permission securityIdentify methods of granting data permission accessAdminister tree-based securityRefresh security join tablesAdding People in the PeopleSoft SystemExplain organizational relationshipsAdd a person in the PeopleSoft systemAdd a job instance for a personExplain job level defaultsDefine multiple organizational instances, employment record numbers, and additional assignmentsAdding Workers Through Template-Based Hires (SmartHire)Define the SmartHire processSet up template-based hire templatesAdd a template-based hireManage the status of a template-based hireMaintaining Person and Job DataMaintain historical information for your workforceManage personal data and job dataCreate action reason codesEnter termination and last date worked informationView job summary information
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As a society, we spend hundreds of billions of dollars measuring the return on our financial assets. Yet, at the same time, we still haven’t found convincing ways of measuring the return on our investments in developing people.
And I get it: If my bank account pays me 1% a year, I can measure it to the penny. We’ve been collectively trained to expect neat and precise ROI calculations on everything, so when it’s applied to something as seemingly squishy as how effectively people are learning in the workplace, the natural inclination is to throw up our hands and say it can’t be done. But we need to figure this out. In a world where skills beat capital, the winners and losers of the next 30 years will be determined by their ability to attract and develop great talent.
Fortunately, corporate learning & development (L&D), like most business functions, is evolving quickly. We can embrace some level of ambiguity and have rigor when measuring the ROI of learning. It just might look a little different than an M.B.A. would expect to see in an Excel model.