hr manager jobs in education

Transforming HR to better support higher education institutions

Faculty and staff are often key contributors to whether colleges and universities can meet their strategic objectives, which range from improving outcomes for students and increasing the diversity of their student and faculty bodies to creating a more inclusive culture and expanding research impact. But like most organizations, higher education institutions face increasing competition in the race for talent—both for HR talent and the people HR recruits.

The COVID-19 pandemic upended the US labor market, and the number of job openings is far outpacing the pool of available workers. 1 Aaron De Smet, Bonnie Dowling, Bryan Hancock, and Bill Schaninger, “ The Great Attrition is making hiring harder. Are you searching the right talent pools? ,” McKinsey Quarterly , July 13, 2022. Many employers are rethinking what it takes to attract, develop, and retain talent. Higher education institutions are no exception. In recent conversations, college and university leaders have indicated that universities’ historical advantages for attracting talent—such as a strong brand, compelling mission, greater flexibility, and perceptions of a better work–life balance—are no longer sufficient in distinguishing them. Indeed, in an era of high inflation, and with companies increasingly offering more flexibility, the gap between higher education and corporate America is widening.

Human resources can play a pivotal role in maintaining a robust higher education talent pipeline, supporting faculty and staff, and building new skills across an institution. But many higher education faculty members, as well as clinical and research leaders, have told us that their HR functions need to evolve beyond what they mostly are seen as: compliance and administrative functions. In our conversations with administrators of higher education institutions, some have even suggested that a lack of strong HR engagement and support has delayed implementation of university strategies.

But higher education HR faces a unique set of circumstances, including having to operate within a decentralized governance structure that often reduces HR’s focus to compliance and administration rather than talent attraction, development, and retention. In this article, we examine the common challenges HR faces in playing a central and strategic role in universities. We also explore how an integrated approach that focuses on building capabilities and redesigning processes could help HR leaders overcome these hurdles to better support the university in achieving its strategic objectives.

HR today: Core challenges across universities

Current HR functions tend to focus on executing existing processes rather than on more strategic activities such as workforce planning. However, a more agile, strategic, and collaborative HR function could help universities be successful in this new era.

Expanding work beyond the execution of existing processes is a common challenge in HR departments across industries and sectors. But this challenge can be even more pronounced at colleges and universities given that most have a decentralized governance model, many processes tailored to meet different university needs (for example, one process for hiring faculty and another for hiring researchers), and poorly defined HR career paths.

Lack of alignment between the HR function and the rest of the university

University HR departments often have a central HR function analogous to “corporate HR” at many large private-sector organizations. These organizations often report to a vice president or the equivalent of a COO, and they set university-wide policies and procedures. Individual colleges or departments (especially in science, technology, engineering, and mathematics fields) may also hire their own HR staff, similar to business-unit HR in the private sector. The role of these staff members is often to meet a particular department’s individual needs, such as hiring and managing research teams to fulfill staffing requirements based on grant funding.

That said, unlike in the private sector, where chief human resources officers (CHROs) typically report to the CEO, university CHROs often do not report directly to the university president. In addition, these CHROs rarely have a university-wide mandate on the more strategic topics that cut across areas of the university, such as employer branding, modern organization design, cross-university career paths, culture, and employee experience. In fact, some of the most strategic activities related to human resources—for example, processes to determine faculty needs and the hiring process—may fall outside of HR altogether.

As such, university HR organizations are more likely to be seen by their institutions as compliance and administrative functions that are not always ready to support the strategic needs of the major divisions of the university.

Cumbersome and obscure processes

Despite a focus on operations, HR processes can drag on for weeks or even months and can be a source of frustration for university leaders. Organizational transactions, such as a reporting change or hiring a student for the semester, can take weeks or months. Critical activities, such as hiring candidates to support research grants, can also become bogged down by processes. Some of this reflects how people are paid (for example, federal work-study funding for students or research grants) and numerous people processes across various parts of the university (for example, reconciling different approaches to titles and compensation across departments).

Navigating these complexities in a compliant manner can be time-consuming, especially during times of peak demand. Many higher education HR functions also lack up-to-date technology that can support and streamline processes. Moreover, HR’s ability to change policies quickly is often limited, which can leave HR employees feeling powerless, stifle innovation, and erode trust among university leaders.

While some university leaders understand these complexities, others regard HR as a black box that emphasizes process and compliance and focuses too much on doing operational tasks squarely within policy rather than helping to further the university’s mission. HR leaders we’ve spoken to who aspire to be true partners with university leaders are often overworked due to a never-ending set of exceptions and escalations. As such, they are unable to invest the time required to develop proactive talent strategies while also keeping up with day-to-day operational work.

HR leaders who aspire to be true partners with university leaders are often overworked due to a never-ending set of exceptions and escalations.

Insufficient capability building across the university

Universities often source senior HR employees from non-HR roles across the university, such as research administration or academic functions, partially because of increased competition with the private sector for experienced HR talent.

While it is possible for such individuals to succeed in HR, not all receive the training or upskilling necessary for HR-specific work. Individuals coming from these roles are rarely well equipped to take on the strategic HR activities universities need to expand, such as succession planning, developing and supporting long-term career paths, and communicating with the complex web of stakeholders inherent to universities.

And given that university leaders are not trained in HR matters, they may not be able to provide the kind of actionable, informed feedback—that is, feedback on the policy rather than the people or process—that their HR colleagues need. This may compound the existing capability gap.

Initiatives that could help HR advance and support talent strategies

Due to their highly intellectual cultures and dedication to learning, universities are uniquely equipped to address these hurdles with the right investments and commitment to change. The decentralized nature of academic campuses naturally engenders a diversity of perspectives that can be brought together to solve the toughest challenges, including breaking the loop of overwork and building trust and collaborative relationships among HR and critical stakeholders.

The following four initiatives could help get higher education HR on track.

Creating talent goals that are explicitly aligned to the university’s strategy

Too often, HR strategic plans are created by HR and for HR. By conducting interviews with university leadership and gaining explicit alignment with the president, provost, and chief administrative officer (CAO), HR could establish goals for a broad transformation of its mission and capabilities that are aligned with the university’s mission and strategic plan, as well as with the needs of key leaders.

In the private sector, some organizations have elevated the CEO, CFO, and CHRO as the core team to oversee strategy and financing, ensuring they have the capabilities to execute key initiatives. 2 Dominic Barton, Dennis Carey, and Ram Charan, Talent Wins: The New Playbook for Putting People First , Boston, MA: Harvard Business Review Press, 2018. This goes beyond having HR leaders actively join and participate in senior leadership discussions. HR becomes central to the initiatives most critical to the organization’s success.

In a university setting, however, we often find that HR leaders are at least two steps removed from a similar partnership, instead reporting to a CAO or provost. As such, they often are not included in core leadership meetings—and are certainly outside the inner circle of presidents, provosts, and CAOs creating and executing an integrated strategic plan.

Once HR and university leaders are aligned on the plan, HR will also need to understand progress against goals and continue to address gaps in perceived skills and performance. For instance, an anonymous survey may demonstrate that the HR function believes talent sourcing is strong (for example, technically strong and low cost), while university leadership sees it as weak (for example, too slow). In this case, HR leaders could have a more explicit conversation about what would need to change to improve processes, such as implementing a better IT system or investing more during peak hiring times.

Building and actively sustaining a pathway for HR professionals

Universities have the opportunity to reimagine the professional journey for HR practitioners from hiring and training to career development.

Hiring. HR job postings more than doubled from February 2020 to January 2022, 3 Audrey Eads and Jane Kellogg Murray, “2022 outlook: Trends and predictions for job seekers,” Indeed, updated July 26, 2022. reflecting the high market demand for talent professionals in a tight labor market. While universities may not stand out in terms of compensation in this competitive environment, they may have various other advantages, such as the university’s brand and prestige, the mission of the university, and the location of the job within a vibrant collegiate community. In addition, universities could consider offering flexible employment opportunities to employees who are unable to commit to full-time or fully in-person roles.

Training. Many university HR employees come from non-HR backgrounds, bringing extensive expertise in other areas that are beneficial to HR functions. At the same time, they would likely benefit from training programs in core HR skills to help them succeed in their roles, both as new hires and during role transitions. Specifically, during training and onboarding for entry-level employees and those transitioning in from non-HR roles, universities could teach technical HR skills, such as how to determine compensation.

To be better equipped to resolve conflicts, have difficult conversations with leadership, and solve problems efficiently and effectively, HR leaders could improve communication, problem-solving, customer-service, and stakeholder-management skills. To develop them, HR could undertake communication workshops, role playing, mentorship groups, leadership training, and HR-specific trainings. As a practical example, HR staff should be able to explain processes and rationales for policies that may cause friction; for example, it can be hard to communicate the impact of salary compression in a poorly implemented reorganization. HR should also be empowered to work with campus stakeholders to update or streamline policies or processes as needed to achieve the university’s mission.

University HR employees would likely benefit from training programs in core HR skills to help them succeed in their roles.

Career development. Ideally, leaders can articulate how each employee can advance to senior roles or switch to different HR units that provide growth opportunities throughout their career. Leaders can underwrite these paths by listing the skills required to be successful at each level of seniority of a role. Leaders will likely want to make the model consistent across similar HR roles in all parts of the organization and design from the center.

Well-structured performance management can also play a critical role in development and advancement. Based on a transparent set of performance measures for each role, employees can receive qualitative and quantitative feedback on their performance that is directly tied to incentives, such as financial add-ons and public recognition. In addition, the performance management process is a time for individuals to set goals and receive feedback. This process can chart a clear path to the next level if the employee wishes to advance, and managers can establish regular check-ins to ensure people are making progress toward their goals.

These fundamental elements of defining the competencies of each role and potential career progression—and the associated performance management process—may be well established in many organizations. But we have found that due to the distributed nature of universities, many of these elements are often neither consistently applied nor in place for HR professionals.

Structuring HR so it can respond to changing needs with agility

University HR talent pools often work in silos based on a specific college, department, administration, or other unit. These silos tend to be even more separate in higher education settings than in large corporations. Even if HR professionals in similar roles across the university, such as HR business partners across colleges, communicate with one another, they rarely have an opportunity to load balance across roles as spikes of work arise. A large research grant received in one college or a large reorganization in another can tie up critical resources that make it challenging to take care of other day-to-day activities.

One way to address this is by establishing a group of HR professionals (often in entry-level roles) who can move across the organization to support different operations as work ebbs and flows throughout the academic year. For instance, it may be beneficial to add analysts at the start of each semester to onboard all student hires. Then, after the demand for student-hire onboarding has decreased, these analysts could shift to employee relations. This system could allow high-potential talent to gain exposure to different functions within a university, allowing them to determine what is a good long-term match and also accrue a breadth of experience that could prove useful if they eventually step into a leadership role overseeing multiple functions.

For the long term, leaders may need to consider a new organizational structure that can better meet the needs of the organization. A more agile operating model in which HR employees have flexible roles can help organizations adapt more quickly to change and disruptions such as COVID-19. 4 “ An operating model for the next normal: Lessons from agile organizations in the crisis ,” McKinsey, June 25, 2020.

Continually investing in HR services and technology

We’ve found that universities often do not continually improve HR processes in a way that allows them to advance and are typically further behind in this regard than large corporations. While focusing on process improvements is important, achieving a step change in performance will likely require a fundamental shift in the HR operating model.

HR leaders and HR business partners may be able to take on more strategic roles within their organizations if they establish a central sub-HR unit, a shared-services center, or support staff dedicated to operational and transactional work. Transitioning activities to a central unit within a university setting presents unique challenges in process design, approvals, and communication due to the complex network of stakeholders involved—and it does not always go well initially. 5 Sam Gringlas, “In wake of outcry, University to rethink shared service plan,” The Michigan Daily , December 2, 2013. However, when implemented effectively, this transition can lead to high satisfaction in the HR function. 6 “Portfolio-wide customer service assessment,” University of Oregon Office of the Senior Vice President for Finance and Administration, accessed November 15, 2022. Moreover, by reevaluating their roles, HR employees, especially HR professionals and leaders, can reflect on prioritization and delegation in their daily work, including prioritizing hiring new staff, which can help alleviate long-term capacity issues. At the same time, this can allow leaders to focus on being role models for customer service and partnership, strongly and clearly communicating the strategic role of HR across the university.

That said, HR organizations do not need to take a “big bang” approach to improving technologies and processes. In many cases, HR can deploy small teams on a project-by-project basis to understand, design, and implement critical system customizations or processes that are common pain points for organizations. Sometimes refining or automating a process may be quite simple, such as creating a streamlined intake form with a clean handoff to an existing IT system. In other cases, HR may need to create new processes that handle requests differently—for example, bifurcating requests as low or high complexity depending on the oversight needed. Piloting processes and receiving feedback from users are critical, as is developing clear and effective training materials to ensure that all stakeholders understand the requirements, scope, and benefits of the new process.

As higher education institutions seek to adapt to a very different world, the right people could have an impact on how well universities navigate new challenges and continue to create positive student experiences. HR plays a pivotal role in this, but it faces unique challenges. By harnessing HR professionals’ dedication to learning and growth, universities could invest in transforming HR from a function bogged down in compliance and administration to a nimble, empowered partner that advances the institution’s strategic goals.

Bryan Hancock is a partner in McKinsey’s Washington, DC, office, where Ted Rounsaville is a senior expert; Martha Laboissiere is a partner in the Bay Area office, where Dylan Moore is a consultant.

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What Is an HR Manager? How to Become One, Salary, Skills.

HR managers serve as a bridge between executives and employees, guiding HR policies and strategies. They assist HR teams in establishing development and training programs. Here’s what to know about an HR manager’s needed skills, salary and how to become one.

What Is an HR Manager?

HR managers are responsible for establishing and maintaining a company’s human resources policies, as well as coordinating communications between employees and executives.

What Do HR Managers Do?

HR managers plan and monitor recruiting, hiring, talent management, employee benefits, compliance rules and other aspects of the employee experience. 

HR Manager Responsibilities

• Recruit and conduct interviews for the HR team. 
• Help maintain human resources policies.
• Maintain compliance with HR laws. 
• Help manage performance reviews, training programs and employee benefits.
• Develop new initiatives for the organization focusing on DEI, wellness and more.
• Document HR practices and policies.

Day-to-Day Responsibilities of an HR Manager 

• Respond to employee questions and resolve issues. 
• Communicate necessary information across the organization.
• Monitor the progress of ongoing HR initiatives. 

HR Manager Within a Company

HR managers are a mid-level role within a company’s HR team. They typically report to the HR director or VP of people, depending on the structure of the company. 

Importance of HR Manager 

HR managers are a vital part of a company’s daily operations. As HR managers coordinate communications between employees and leadership and develop HR policies, they help maintain a healthy work environment and ensure company-wide goals are met. 

What Skills Are Needed to Be an HR Manager?

Qualifications to be an hr manager .

• Ability to communicate clearly and effectively across several different departments. 
• A firm understanding of labor and employment law.
• Ability to empathize with the needs of people. 
• Ability to manage multiple projects and ongoing initiatives simultaneously. 

HR Manager Prerequisites

• HR managers usually have a bachelor’s degree in people management, HR management or a related field, or equivalent work experience. 

HR Manager Hard Skills

• People management and leadership skills. 
• Budget management.
• Recruiting and interviewing skills.
• Ability to use HR software tools, such as employee engagement platforms and applicant tracking systems.

HR Manager Soft Skills

• Strong verbal and written communication skills. 
• Interpersonal skills. 
• Organizational skills. 
• Problem solving and decision making skills.
• Crisis management. 

Tools and Programs HR Manager Use

• HR management platforms like BambooHR, Gusto, Paycom, Namely and Workday. 
• Employee engagement platforms like 15Five, BetterUp, Bonusly and Culture Amp.
• Hiring platforms like Notch, Entelo, Deel and Applied. 

How to Become an HR Manager

Hr manager education and experience.

HR manager roles typically require a bachelor’s degree in HR management or equivalent experience. HR managers should also have previous experience on people management teams.

HR Manager Certificates and Courses

• Certified HR Manager (CHRM)
• SHRM-SCP Certification
• Professional in Human Resources
• HR Management and Analytics: Unlock the Value of Human Capital

HR Manager Career Path

HR managers often begin their careers as interns and progress into roles such as HR coordinator or HR assistant. Common titles held after an HR manager include senior HR manager or HR director. 

HR Manager Salary and Job Outlook

HR managers can expect steady growth over the next several years. The U.S. Bureau of Labor Statistics predicts that the job growth rate will increase 7 percent by 2031. 

The full compensation package for an HR manager depends on a variety of factors, including but not limited to the candidate’s experience and geographic location. See below for detailed information on the average HR manager’s salary.

Careers Related to HR Manager

Latest hr jobs, companies hiring hr managers, related hr careers.

Education Requirements for Human Resources Managers

Getting started as a human resources manager.

• What is a Human Resources Manager
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Do You Need a Degree to Become a Human Resources Manager?

Educational backgrounds of human resources managers, a snapshot of today's human resources managers' educational background, evolving trends and the shift in educational preferences, education for aspiring human resources managers: what matters.

• Organizational Development: Understanding how to align HR strategies with business goals, often gained through business or HR-specific degrees.
• Legal and Ethical Expertise: Knowledge of employment law and ethical practices, which can be acquired through formal education or specialized training.
• People Skills and Cultural Competency: Skills in communication, negotiation, and diversity, which can be honed through social sciences or real-world HR experiences.

Building a Path Forward: Education and Beyond

• Practical Experience: Engaging in internships or entry-level HR roles to apply theoretical knowledge in a practical setting.
• Continuous Learning: Staying current with HR trends and regulations through workshops, webinars, and advanced certifications.
• Networking and Mentorship: Connecting with seasoned HR professionals to gain insights and advice on navigating the HR field.

The Bottom Line: Diverse Backgrounds, Unified Goals

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Driving talent acquisition strategies, fostering relationships to build a skilled workforce

Shaping company culture, driving talent strategy, and fostering employee development

Navigating workplace dynamics, fostering positive employee relationships and engagement

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Manager, HR Business Partner

Job summary:, about the role & team.

The Disney Entertainment & ESPN Technology HR Team is looking for a Manager, HR Business Partner to join our team in Los Angeles or New York City. The Manager, HRBP sits at the intersection of HR and the business and will be dedicated to our Software Engineering and Product teams within the Commerce, Growth, and Identity organization. 

DE&ET is a global tech organization that provides the technological backbone and product development for Disney’s premium streaming services Disney+, Hulu, ESPN+, and other industry leading products that showcase Disney’s unmatched content and characters across our brands and franchises.

The Commerce, Growth, and Identity organization drives the product and tech strategy for payments, bundling, tiering, and other commerce and growth platforms across Disney’s streaming products as well as the unified identity across Disney’s products, parks, and experiences.

The Manager, HRBP will lead and facilitate all HR programs and plans in support of the client group through collaboration across key business and HR partners. The Manager, HRBP will serve as an expert consultant to business leaders on all talent matters, including organizational effectiveness, leader effectiveness, change management, organizational design and learning opportunities.

What You Will Do

• Establishes and maintains deep understanding of the business, in the interest of building effective and productive working relationships with internal partners and clients.
• Proactively assesses business and organizational performance to recommend and drive action through a consultative, “influence without authority” approach.
• Coach leaders on HR policies, processes and management issues, including talent planning, learning and development, employee inclusion and engagement, and performance management to promote a culture of continuous growth and development.
• Challenge the status quo; pursue different approaches to our work by demonstrating flexibility, nimbleness, transparency, agility and global thinking.
• Respond to leaders and employees with sense of urgency and appropriate follow through.
• Analyze HR data and trends with the ability to present in a clear and compelling way that influences action on recommendations.
• Advise on headcount/resource management and partner with Talent Acquisition and Compensation partners to ensure an effective recruitment and offer process.
• Use understanding of individual and organizational dynamics to facilitate onboarding, talent management, internal mobility, and overall team development
• Partner with DEI functional teams and employee resource groups to implement and track the success of key Inclusion initiatives.
• Assess talent capabilities and development needs based on business strategy. Partner with Learning functional partners to create and deliver development experiences to help close gaps between current and future abilities.
• Lead organization design projects to streamline and implement new structures, roles and/or processes that create speed and efficiency and support rapidly shifting business demands.
• Collaborate with other HR Business Partners, fostering a positive work relationship, and partnering on projects and initiatives across multiple groups within Disney Entertainment & ESPN Technology.

Required Qualifications & Skills

• Minimum 5 years of experience as an HR Business Partner, preferably within a tech organization working with software engineering or product teams
• Experience working with senior executives in an “influence without authority” role
• Ability to perform with a “roll-up your sleeves” attitude, equally adept at thinking strategically and operationally
• Demonstrated ability to work independently and manage ambiguity – dealing with issues that do not always have a process or a system in place, and potentially with conflicting priorities and/or perspectives.
• Strong business sense with a keen ability to quickly digest new information.
• Demonstrated ability to influence and partner within a diverse organization to help drive business results.
• Excellent analytical skills and the ability to quickly interpret data, identify trends, and recommend solutions.
• Independent work style, balancing the need for collaboration with minimal supervision.

Bachelor’s degree from an accredited university preferably in Business, HR Management, Psychology and/or equivalent work experience

About ESPN:

Working at ESPN is unlike anything else. That’s because we’re always finding new ways to interact with fans – however and wherever they connect with sports. Every day we’re doing things that no one has done, all in a dynamic culture where we defy odds and continuously outdo ourselves. When you have the latest technology, game-changing ideas and world-class talent on your team, every day is extraordinary.

About The Walt Disney Company:

The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise that includes three core business segments: Disney Entertainment, ESPN, and Disney Experiences. From humble beginnings as a cartoon studio in the 1920s to its preeminent name in the entertainment industry today, Disney proudly continues its legacy of creating world-class stories and experiences for every member of the family. Disney’s stories, characters and experiences reach consumers and guests from every corner of the globe. With operations in more than 40 countries, our employees and cast members work together to create entertainment experiences that are both universally and locally cherished.

This position is with Walt Disney Direct-to-Consumer & Intl , which is part of a business we call ESPN .

Walt Disney Direct-to-Consumer & Intl is an equal opportunity employer. Applicants will receive consideration for employment without regard to race, color, religion, sex, age, national origin, sexual orientation, gender identity, disability, protected veteran status or any other basis prohibited by federal, state or local law. Disney fosters a business culture where ideas and decisions from all people help us grow, innovate, create the best stories and be relevant in a rapidly changing world.

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What Is the CAPM Certification? Requirements and More

The CAPM—or Certified Associate in Project Management—certification is designed to help candidates learn the skills necessary for entry-level project management positions. It can be the first stepping stone to a career in the field.

If you enjoy maintaining organization and leading team members on a project, you could be interested in becoming a project manager.

Earning a CAPM certification prepares job seekers for entry-level project management roles. You'll learn the principles of project management and be certified in the proven frameworks and methodologies.

Here's what you need to know about getting a CAPM certification.

What is the CAPM certification? 

The Certified Associate in Project Management (CAPM)® certification is a credential designed to prepare candidates for entry-level project management positions. It is administered by the Project Management Institute (PMI), a leading worldwide organization in project management. It costs PMI members $225 USD and $300 USD for non-members and can be used as a stepping stone to the Project Management Professional (PMP)® certification.

CAPM requirements

You’ll need to have the following to sit for the CAPM exam:

Secondary degree, defined as a high school diploma, GED, associate degree, or the global equivalent

23 hours of project management education, completed before the time of the exam, or 1,500 hours of experience

How can I fulfill my 23 hours of project management education?

There are several project management courses you can take, both online and in-person, that will fulfill this requirement, like the Google Project Management: Professional Certificate . You can also look for courses at your local community college.

CAPM certification costs

The CAPM requires passing one exam. The exam is priced as follows, as of February 2023:

Non-PMI members: $300 USD

PMI members: $225 USD

Becoming a PMI member costs $129 USD a year, plus a one-time $10 USD application fee. This brings the total of becoming CAPM-certified as a new member to $364 USD. Membership comes with perks such as a complimentary download of the PMBOK (Project Management Body of Knowledge) Guide, lower costs for other career-advancing certifications, and access to a project management job board. PMI also offers exclusive discounts for Canadian members.

If you’re a full-time student in an accredited, degree-granting program, you may also be eligible for the student bundle, which costs $257 USD. This includes a membership fee of $32 USD, plus the cost of the CAPM exam. You might also approach faculty members teaching project management courses at your school to see if they have bulk purchase agreements with PMI, which may save you further costs.

If you're employed and think the CAPM can be beneficial to your employer, you can consider approaching your manager to see if your organization will cover exam and training costs.

Is the CAPM worth it?

The CAPM is generally considered an entry-level project management certification. So how do you know if it’ll be worth the effort? Here are a few things to consider.

CAPM salary and jobs

The CAPM can prepare you for entry-level project management jobs such as project coordinator, junior project manager, and associate project manager.

Project management is an in-demand skill and a growing career field. In a report published by the PMI, the project-oriented job market is projected to grow 33 per cent, equivalent to 22 million new jobs globally. By 2027, employers are projected to need almost 88 million project management roles. Canada alone will add 8,964 annually until the year 2027 [ 1 ].

According to Payscale, a Certified Associate in Project Management makes an average salary of $61,000 CAD in Canada as of February 2023 [ 2 ]. Below are some of the average salaries for positions that have listed the CAPM in calls for job applicants, collected from Payscale.

CAPM vs. PMP

The Project Management Professional (PMP) certification is also administered by the PMI. While the CAPM is generally seen as an entry-level certification, the PMP is considered a professional-level credential. The PMP is also far more popular than the CAPM, with over 1.2 million PMP holders worldwide [ 3 ]. 

Here’s a quick summary of their differences.

As an entry-level certification, obtaining the CAPM certification can make sense if you have no or little experience with project management. It can be a good way to break into the field or for you to take on more project management-oriented tasks in your workplace. Your decision should depend on what your individual goals are. It’ll also be good to know the costs of the exam, as well as your other options.

If you have at least three years of project management experience, it’ll be worth considering the PMP.

CAPM training

To train for the CAPM exam, you can self-study, or enrol in a course. Here’s a quick look at two online training courses.

Project Management Basics

What you need to know: Project Management Basics is a course offered by the PMI designed to prepare you for the CAPM. Lessons are 20-minute online modules that are accessible in any order. The course is based on content in the PMI project management guide, A Guide to the Project Management Body of Knowledge (PMBOK Guide), and includes a free digital copy of the guide.

Price: $400 USD for non-PMI members, $350 USD for PMI members

Google Project Management: Professional Certificate

What you need to know: The Google Project Management: Professional Certificate includes six courses on various aspects of project management, including project initiation, project planning, and Agile project management. Completing the coursework will also earn you a professional certificate and qualifies you with over 100 hours of project management education that you can use toward requirements for PMI certifications, the CAPM included. The certificate is not an official CAPM training course.

Price: $39 USD a month subscription, with a free trial week (subject to change).

Opting to self-study?

You’ll want to at least get a copy of the most recent PMBOK Guide, which the CAPM is based on. You can also start getting acquainted with the contents and structure of the exam through the PMI’s CAPM handbook .

The CAPM exam

The CAPM exam contains 150 questions, and you’ll have three hours to complete it. 

Of these questions, 15 are “pretest questions.” These are used by PMI as a way to test future examination questions, appear randomly throughout the test, and are not counted in your score. The CAPM exam is based on the contents of the sixth edition of the PMBOK Guide.

The breakdown of exam topics across the 13 chapters of the PMBOK Guide is as follows:

Introduction to Project Management: 6 per cent

Project Environment: 6 per cent

Role of the Project Manager: 7 per cent

Project Integration: 9 per cent

Project Scope: 9 per cent

Project Schedule: 9 per cent

Project Cost: 8 per cent

Project Quality: 7 per cent

Project Resource: 8 per cent

Project Communication: 10 per cent

Project Risk: 8 per cent

Project Procurement: 4 per cent

Project Stakeholder: 9 per cent

Getting started

As an entry-level project management certification, the CAPM can be a great way to build up needed skills to get your foot in the door of the project management world. If you’re ready to get started, consider checking out the Google Project Management: Professional Certificate .

Article sources

Project Management Institute. " PROJECT MANAGEMENT Job Growth and Talent Gap , https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/job-growth-report.pdf." Accessed April 16, 2024.

Payscale. " Salary for Certification: Certified Associate in Project Management , https://www.payscale.com/research/CA/Certification=Certified_Associate_in_Project_Management_(CAPM)/Salary." Accessed April 16, 2024.

Project Management Institute. " Project Management Professional (PMP) , https://www.pmi.org/certifications/project-management-pmp." Accessed April 16, 2024.

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