Published - Fri, 03 Mar 2023
SHRM-CP Certification Exam Questions 2023 - Business acumen Questions Part 3
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.
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.
1. Right Answer: B
Explanation: B is the best response. When managing a change, ensuring effective communication throughout the organization is critical for success. A two-pronged approach helps ensure that the right level of detail is being communicated based on the individuals' roles and the degree of impact the new program will have. The centralized messages are generic and relevant to the entire organization. Training the supervisors and managers enables them to deliver specific messages to each of their direct reports individually to help them understand the impact and what the change means to them. A is incorrect. Although all-employee meetings are helpful, a one-time approach to announce changes of this magnitude will leave employees with many questions unanswered. C is incorrect. Web-based information is likely helpful support after the rollout of the changes, but it is not a stand-alone option for communication. D is incorrect. Sending an e-mail communication and offering the employees a chance to ask questions can be a part of the two-pronged communication strategy; however, this will not suffice as a stand-alone option.
2. Right Answer: A
Explanation: A is the best response. The HR problems were originally identified by the CEO and the executive committee because of the decline in the quality of service. This has been established as the critical metric to measure the performance and success of the organization. B is incorrect. Although turnover rate is an important metric that illustrates what percentage of employees leave an organization during a period of time, it will not assist with the organization's current focus, quality of service, nor is employee turnover a pressing issue at this juncture. C is incorrect. This is a good measurement to help determine HR staffing levels, but it is not tied directly to the organization's overall success. D is incorrect. A training completion rate metric will show only how many people have attended training. It is not tied directly to the organization's overall success.
3. Right Answer: C
Explanation: C is the best response. It is important for HR to demonstrate its strategic value by developing solutions and an overall approach that will address all identified problem areas and will lead to achieving business objectives. A and B are incorrect. While these may be tactical steps to address specific problems, these actions should be taken further downstream in the process after the strategy and action plan have been established. D is incorrect. Although the eventual decision could be to share the findings with all the employees, the HR manager should first share the findings with the executive committee. Moreover, it is not within the purview of the HR manager to make this decision independently.
4. Right Answer: B
Explanation: B is the best answer. A gap analysis should be conducted to identify whether the benefits are in line with the organization's strategy. A is incorrect, because the correlation between benefits and turnover has not been established. C is incorrect. Twelve months is an ample amount of time to provide data on the success of the package. D is incorrect. This type of evaluation is based on opinions and feelings and is very subjective. However, it can be a part of the gap analysis.
5. Right Answer: B
Explanation: B is the best answer. A gap analysis should be conducted to identify whether the benefits are in line with the organization's strategy. A is incorrect, because the correlation between benefits and turnover has not been established. C is incorrect. Twelve months is an ample amount of time to provide data on the success of the package. D is incorrect. This type of evaluation is based on opinions and feelings and is very subjective. However, it can be a part of the gap analysis.
6. Right Answer: D
Explanation: D is the best answer, since it ensures that the benefits match the organization's strategy and culture. A is incorrect. This does not necessarily identify the benefits that are compliant and that match the organization's strategy and culture. B is incorrect. The opinions of the employees should be recognized and taken seriously, and, if the requests fit the strategy of the company and are legally compliant, then there should be a genuine attempt to incorporate those suggestions into the benefits package. C is incorrect. This is an opinion and does not indicate that the HR generalist has done any research. A new employee is hired who is not married but who has a domestic partner. Currently, the organization's health insurance covers spouses but not domestic partners.
7. Right Answer: B
Explanation: B is the best answer. The needs assessment is the first step. This will identify the benefits required and those that are consistent with the mission of the organization. A is incorrect. The HR generalist was hired to manage the benefits, not outsource. A needs assessment can be completed by an in-house HR professional. C is incorrect. Although soliciting input from the employees could be a part of the assessment process, a benefits package cannot be implemented based on that data only. D is incorrect. This may be completed later, after the needs assessment.
8. Right Answer: B
Explanation: B is the best response. Since this aspect of the recruitment strategy is not producing results and is probably damaging the recruiting team's engagement, it would be best to revise the strategy for now. A is incorrect. Appealing to security will not remove lawful protests, and its effect on increasing recruitment effectiveness is questionable. C is incorrect. Repeating an ineffective tactic, even with a professional demeanor, shows inflexibility and unresponsiveness to environmental factors. D is incorrect. This will not address the recruiters' problems or the negative attention the company is getting at the fairs, and it will probably not change the CEO's attitude.
9. Right Answer: A
Explanation: A is the best response. The CHRO has an ethical obligation to fulfill the appropriate request from the board and to disregard personal ties to the CEO. B is incorrect. While it may prove to be better to use a third party to conduct the audit, the CHRO would not be doing justice to HR's responsibilities to the organization by declining the task. It would not be the act of an organizational leader and would set a bad example to the HR function and the entire organization. C is incorrect. As with B, the CHRO is not fulfilling his or her responsibilities as a leader and member of the organization. D is incorrect. In light of the CEO's behavior, giving the CEO a major role might undermine the effectiveness of the committee, and the action would be dishonest to the board.
10. Right Answer: B
Explanation: B is the best response. Since this aspect of the recruitment strategy is not producing results and is probably damaging the recruiting team's engagement, it would be best to revise the strategy for now. A is incorrect. Appealing to security will not remove lawful protests, and its effect on increasing recruitment effectiveness is questionable. C is incorrect. Repeating an ineffective tactic, even with a professional demeanor, shows inflexibility and unresponsiveness to environmental factors. D is incorrect. This will not address the recruiters' problems or the negative attention the company is getting at the fairs, and it will probably not change the CEO's attitude.
Explanation: B is the best response. When managing a change, ensuring effective communication throughout the organization is critical for success. A two-pronged approach helps ensure that the right level of detail is being communicated based on the individuals' roles and the degree of impact the new program will have. The centralized messages are generic and relevant to the entire organization. Training the supervisors and managers enables them to deliver specific messages to each of their direct reports individually to help them understand the impact and what the change means to them. A is incorrect. Although all-employee meetings are helpful, a one-time approach to announce changes of this magnitude will leave employees with many questions unanswered. C is incorrect. Web-based information is likely helpful support after the rollout of the changes, but it is not a stand-alone option for communication. D is incorrect. Sending an e-mail communication and offering the employees a chance to ask questions can be a part of the two-pronged communication strategy; however, this will not suffice as a stand-alone option.
2. Right Answer: A
Explanation: A is the best response. The HR problems were originally identified by the CEO and the executive committee because of the decline in the quality of service. This has been established as the critical metric to measure the performance and success of the organization. B is incorrect. Although turnover rate is an important metric that illustrates what percentage of employees leave an organization during a period of time, it will not assist with the organization's current focus, quality of service, nor is employee turnover a pressing issue at this juncture. C is incorrect. This is a good measurement to help determine HR staffing levels, but it is not tied directly to the organization's overall success. D is incorrect. A training completion rate metric will show only how many people have attended training. It is not tied directly to the organization's overall success.
3. Right Answer: C
Explanation: C is the best response. It is important for HR to demonstrate its strategic value by developing solutions and an overall approach that will address all identified problem areas and will lead to achieving business objectives. A and B are incorrect. While these may be tactical steps to address specific problems, these actions should be taken further downstream in the process after the strategy and action plan have been established. D is incorrect. Although the eventual decision could be to share the findings with all the employees, the HR manager should first share the findings with the executive committee. Moreover, it is not within the purview of the HR manager to make this decision independently.
4. Right Answer: B
Explanation: B is the best answer. A gap analysis should be conducted to identify whether the benefits are in line with the organization's strategy. A is incorrect, because the correlation between benefits and turnover has not been established. C is incorrect. Twelve months is an ample amount of time to provide data on the success of the package. D is incorrect. This type of evaluation is based on opinions and feelings and is very subjective. However, it can be a part of the gap analysis.
5. Right Answer: B
Explanation: B is the best answer. A gap analysis should be conducted to identify whether the benefits are in line with the organization's strategy. A is incorrect, because the correlation between benefits and turnover has not been established. C is incorrect. Twelve months is an ample amount of time to provide data on the success of the package. D is incorrect. This type of evaluation is based on opinions and feelings and is very subjective. However, it can be a part of the gap analysis.
6. Right Answer: D
Explanation: D is the best answer, since it ensures that the benefits match the organization's strategy and culture. A is incorrect. This does not necessarily identify the benefits that are compliant and that match the organization's strategy and culture. B is incorrect. The opinions of the employees should be recognized and taken seriously, and, if the requests fit the strategy of the company and are legally compliant, then there should be a genuine attempt to incorporate those suggestions into the benefits package. C is incorrect. This is an opinion and does not indicate that the HR generalist has done any research. A new employee is hired who is not married but who has a domestic partner. Currently, the organization's health insurance covers spouses but not domestic partners.
7. Right Answer: B
Explanation: B is the best answer. The needs assessment is the first step. This will identify the benefits required and those that are consistent with the mission of the organization. A is incorrect. The HR generalist was hired to manage the benefits, not outsource. A needs assessment can be completed by an in-house HR professional. C is incorrect. Although soliciting input from the employees could be a part of the assessment process, a benefits package cannot be implemented based on that data only. D is incorrect. This may be completed later, after the needs assessment.
8. Right Answer: B
Explanation: B is the best response. Since this aspect of the recruitment strategy is not producing results and is probably damaging the recruiting team's engagement, it would be best to revise the strategy for now. A is incorrect. Appealing to security will not remove lawful protests, and its effect on increasing recruitment effectiveness is questionable. C is incorrect. Repeating an ineffective tactic, even with a professional demeanor, shows inflexibility and unresponsiveness to environmental factors. D is incorrect. This will not address the recruiters' problems or the negative attention the company is getting at the fairs, and it will probably not change the CEO's attitude.
9. Right Answer: A
Explanation: A is the best response. The CHRO has an ethical obligation to fulfill the appropriate request from the board and to disregard personal ties to the CEO. B is incorrect. While it may prove to be better to use a third party to conduct the audit, the CHRO would not be doing justice to HR's responsibilities to the organization by declining the task. It would not be the act of an organizational leader and would set a bad example to the HR function and the entire organization. C is incorrect. As with B, the CHRO is not fulfilling his or her responsibilities as a leader and member of the organization. D is incorrect. In light of the CEO's behavior, giving the CEO a major role might undermine the effectiveness of the committee, and the action would be dishonest to the board.
10. Right Answer: B
Explanation: B is the best response. Since this aspect of the recruitment strategy is not producing results and is probably damaging the recruiting team's engagement, it would be best to revise the strategy for now. A is incorrect. Appealing to security will not remove lawful protests, and its effect on increasing recruitment effectiveness is questionable. C is incorrect. Repeating an ineffective tactic, even with a professional demeanor, shows inflexibility and unresponsiveness to environmental factors. D is incorrect. This will not address the recruiters' problems or the negative attention the company is getting at the fairs, and it will probably not change the CEO's attitude.
80% DISCOUNT: SHRM-CP PRACTICE EXAMS Questions with detailed explanation 2023 - UPDATED
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