1. Scenario Question 1 of 4 A nonprofit social services organization has experienced rapid growth and is expanding services into new markets. The number of social service professionals in the organization has doubled in two years. At the same time, performance and service quality assessments are showing quality regression as the organization expands. The CEO and the executive committee are worried about the decline in performance and service quality levels. They suspect the issue is due to the quality of new hires and/or a lack of incentive among employees. Until recently, the organization has been managing HR functions with a small team of two employees. However, leadership has approved the hire of an experienced HR manager to improve HR processes in hopes to reverse the downward trend of performance and service quality. The new HR manager begins to tackle the issue by conducting an internal analysis to diagnose the root causes of the service quality decline. The analysis uncovers several critical problem areas to be addressed, including vague job descriptions, a lack of formal orientation, low base pay, an ineffective performance review program, and the lack of a recognition and awards program. The required changes identified by the HR manager will require additional resources and significant financial investment. One of the members of the executive committee proposes that it is best to terminate all current employees and start over with new ones who are better qualified, with the belief that starting from scratch would be cheaper than fixing the problems as they stand now.
A) Host a meeting when the new program is ready to be implemented in order to educate all the supervisors.
B) Conduct a communication campaign that includes ongoing communications for all employees and training for supervisors to reinforce with their direct reports.
C) Create a web page with details about the performance management program available to employees once the new program is ready to roll out.
D) E-mail all employees to inform them to chat with their supervisor about the company changes or to talk to HR about any questions.
2. Scenario Question 2 of 4 A nonprofit social services organization has experienced rapid growth and is expanding services into new markets. The number of social service professionals in the organization has doubled in two years. At the same time, performance and service quality assessments are showing quality regression as the organization expands. The CEO and the executive committee are worried about the decline in performance and service quality levels. They suspect the issue is due to the quality of new hires and/or a lack of incentive among employees. Until recently, the organization has been managing HR functions with a small team of two employees. However, leadership has approved the hire of an experienced HR manager to improve HR processes in hopes to reverse the downward trend of performance and service quality. The new HR manager begins to tackle the issue by conducting an internal analysis to diagnose the root causes of the service quality decline. The analysis uncovers several critical problem areas to be addressed, including vague job descriptions, a lack of formal orientation, low base pay, an ineffective performance review program, and the lack of a recognition and awards program. The required changes identified by the HR manager will require additional resources and significant financial investment. One of the members of the executive committee proposes that it is best to terminate all current employees and start over with new ones who are better qualified, with the belief that starting from scratch would be cheaper than fixing the problems as they stand now.
A) Quality of service
B) Turnover rate
C) Ratio of HR to employee
D) Training completion rates
3. Scenario Question 4 of 4 A nonprofit social services organization has experienced rapid growth and is expanding services into new markets. The number of social service professionals in the organization has doubled in two years. At the same time, performance and service quality assessments are showing quality regression as the organization expands. The CEO and the executive committee are worried about the decline in performance and service quality levels. They suspect the issue is due to the quality of new hires and/or a lack of incentive among employees. Until recently, the organization has been managing HR functions with a small team of two employees. However, leadership has approved the hire of an experienced HR manager to improve HR processes in hopes to reverse the downward trend of performance and service quality. The new HR manager begins to tackle the issue by conducting an internal analysis to diagnose the root causes of the service quality decline. The analysis uncovers several critical problem areas to be addressed, including vague job descriptions, a lack of formal orientation, low base pay, an ineffective performance review program, and the lack of a recognition and awards program. The required changes identified by the HR manager will require additional resources and significant financial investment. One of the members of the executive committee proposes that it is best to terminate all current employees and start over with new ones who are better qualified, with the belief that starting from scratch would be cheaper than fixing the problems as they stand now.
A) Conduct a job analysis to develop revised job descriptions that outline the work and necessary qualifications.
B) Procure training programs specific to social service workers and implement them immediately to ensure that all workers have the needed skills.
C) Develop and propose a talent management strategy to hire and train qualified staff, establish performance expectations, and reward high-performing employees.
D) In order to be transparent, share the findings with all employees to determine next steps and an immediate action plan.
4. Scenario Question 1 of 4 A small company is in the start-up phase of the organizational life cycle. The owner has been hiring talent and compensating employees at high levels but not offering a benefits package. As the organization grows and more employees are hired, the owner is being pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally.
A) Compare the rate of turnover this year to prior years.
B) Conduct a gap analysis and a utilization review.
C) Tell the owner that it is too soon to provide feedback.
D) Conduct a survey of the employees to obtain feedback on the benefits package.
5. Scenario Question 1 of 4 A small company is in the start-up phase of the organizational life cycle. The owner has been hiring talent and compensating employees at high levels but not offering a benefits package. As the organization grows and more employees are hired, the owner is being pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally.
A) Compare the rate of turnover this year to prior years.
B) Conduct a gap analysis and a utilization review.
C) Tell the owner that it is too soon to provide feedback.
D) Conduct a survey of the employees to obtain feedback on the benefits package.
6. Scenario Question 3 of 4 A small company is in the start-up phase of the organizational life cycle. The owner has been hiring talent and compensating employees at high levels but not offering a benefits package. As the organization grows and more employees are hired, the owner is being pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally.
A) Review external surveys to determine the types of work/life benefits other organizations offer.
B) Because this is an internal survey, no one is expecting any action to be taken, but it is good for the company to solicit input.
C) Recognize that these types of benefits are appreciated by employees, but a growing organization cannot afford them.
D) Align offered benefits with the organizational strategy, culture, and employee desires.
7. Scenario Question 4 of 4 A small company is in the start-up phase of the organizational life cycle. The owner has been hiring talent and compensating employees at high levels but not offering a benefits package. As the organization grows and more employees are hired, the owner is being pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally.
A) Contract with a third-party benefits administration company to identify and implement a benefits package.
B) Gather data through a needs assessment to identify what benefits are needed and match them to the overall organizational strategy.
C) Survey all employees in the company and, based on their responses, implement and secure benefits plans to meet majority needs.
D) Set up employee task force groups to develop outlines of the employee benefit plans most desired by the workforce.
8. Scenario Question 1 of 3 A large clothing company has a bad reputation because of its hiring practices, its treatment of employees, and its lack of support to the communities it operates in. The CEO and senior managers are known to make decisions based solely on revenue potential, without regard for the impact it may have on society. In fact, the CEO has commented several times that investing money in anything other than operations is a bad business strategy and unethical in terms of the company's obligation to its investors. Recently, major suppliers for the company, located outside the company's home country, were accused of unethical labor practices, unsafe workplace conditions, and possible human rights violations. This has become a public relations nightmare. Several groups have called for boycotts against the company. At the last shareholders' phone conference, several institutional investors expressed their displeasure with management's failure to respond strongly to the problems with suppliers. The CEO expressed his belief that critics were being unrealistic about their expectations for the suppliers. In fact, they were themselves insensitive to business practices and local norms in these countries. Concerned with the negative publicity and lacking confidence in the CEO's response to it, the company's board of directors requests that the CHRO immediately be given the task of formulating a committee to audit the company's operating practices, its employer branding, and its attitude on social issues. This action would at least show that the company has heard the criticisms.
A) Have recruiting directors contact local law authorities and the security directors for the fair venues and demand better protection.
B) Hold off on appearances at job fairs for now and focus on using recruiting firms.
C) Tell the recruiters to persist and to project a professional demeanor at all times.
D) Report this to the CEO as an example of what the company is doing wrong.
9. Scenario Question 3 of 3 A large clothing company has a bad reputation because of its hiring practices, its treatment of employees, and its lack of support to the communities it operates in. The CEO and senior managers are known to make decisions based solely on revenue potential, without regard for the impact it may have on society. In fact, the CEO has commented several times that investing money in anything other than operations is a bad business strategy and unethical in terms of the company's obligation to its investors. Recently, major suppliers for the company, located outside the company's home country, were accused of unethical labor practices, unsafe workplace conditions, and possible human rights violations. This has become a public relations nightmare. Several groups have called for boycotts against the company. At the last shareholders' phone conference, several institutional investors expressed their displeasure with management's failure to respond strongly to the problems with suppliers. The CEO expressed his belief that critics were being unrealistic about their expectations for the suppliers. In fact, they were themselves insensitive to business practices and local norms in these countries. Concerned with the negative publicity and lacking confidence in the CEO's response to it, the company's board of directors requests that the CHRO immediately be given the task of formulating a committee to audit the company's operating practices, its employer branding, and its attitude on social issues. This action would at least show that the company has heard the criticisms.
A) Accept the board's assignment, explaining to the CEO the board's power to order this.
B) Explain the difficult position and promise to get the board to agree to a third-party audit.
C) Tell the board that there is a conflict of interest that prevents the CHRO from complying with the board's request.
D) Persuade the CEO to accept the situation by promising the CEO a major role in the audit committee.
10. Scenario Question 1 of 3 A large clothing company has a bad reputation because of its hiring practices, its treatment of employees, and its lack of support to the communities it operates in. The CEO and senior managers are known to make decisions based solely on revenue potential, without regard for the impact it may have on society. In fact, the CEO has commented several times that investing money in anything other than operations is a bad business strategy and unethical in terms of the company's obligation to its investors. Recently, major suppliers for the company, located outside the company's home country, were accused of unethical labor practices, unsafe workplace conditions, and possible human rights violations. This has become a public relations nightmare. Several groups have called for boycotts against the company. At the last shareholders' phone conference, several institutional investors expressed their displeasure with management's failure to respond strongly to the problems with suppliers. The CEO expressed his belief that critics were being unrealistic about their expectations for the suppliers. In fact, they were themselves insensitive to business practices and local norms in these countries. Concerned with the negative publicity and lacking confidence in the CEO's response to it, the company's board of directors requests that the CHRO immediately be given the task of formulating a committee to audit the company's operating practices, its employer branding, and its attitude on social issues. This action would at least show that the company has heard the criticisms.
A) Have recruiting directors contact local law authorities and the security directors for the fair venues and demand better protection.
B) Hold off on appearances at job fairs for now and focus on using recruiting firms.
C) Tell the recruiters to persist and to project a professional demeanor at all times.
D) Report this to the CEO as an example of what the company is doing wrong.
Write a public review