1. Scenario Question 2 of 4 You are the HR director in an organization where the organization structure is misaligned with the strategy. Currently there are several aspects of the structure that prevent the strategy from being realized successfully. There are several leaders who have come to the HR business partner because of the situation, and they can't quite figure out what the problem is. They know they need assistance from OD/HR or a consultant. One of the things that they noticed is that sections of the organization operate in their own silos and everybody is operating on their own. They are concerned about sections operating in silos and the impact this has on their success.
A) The structure must support the strategy to facilitate successful results and have efficient use of resources.
B) The structure must support the strategy to facilitate successful results and to reduce the negative impact of silos.
C) The structure must support the strategy to facilitate successful results and prevent project creep.
D) The structure must support the strategy to facilitate successful results and support individual department leaders.
2. Scenario Question 3 of 4 You are the HR director in an organization where the organization structure is misaligned with the strategy. Currently there are several aspects of the structure that prevent the strategy from being realized successfully. There are several leaders who have come to the HR business partner because of the situation, and they can't quite figure out what the problem is. They know they need assistance from OD/HR or a consultant. One of the things that they noticed is that sections of the organization operate in their own silos and everybody is operating on their own. They are concerned about sections operating in silos and the impact this has on their success.
A) HR can assist the leaders by providing support, providing OD interventions, and ensuring fairness in the process.
B) HR can assist the leaders by helping identify the change vision, building support, and monitoring emotional reactions.
C) HR can assist the leaders by helping identify the individual, team/unit, and organizational-wide interventions.
D) HR can assist the leaders by identifying high-potential leaders for the company's future and succession.
3. Scenario Question 1 of 4 Individuals in the company have some training and development shortfalls that are interfering with the success of the company, especially in the R&D department and a few other specific teams that are critical to the current strategy. The managers want the director of L&D to help them to figure out how to change the situation and/or intervene. They are requesting a comprehensive plan to develop the knowledge, skills, abilities, and competencies of the individuals. This process must be timely and efficient because the company must be first to market with their new product.
A) Develop a training and development program for R&D using the ADDIE process to address specific competencies, knowledge, skills, and abilities
B) Develop a training and development program for R&D and all appropriate departments, use the ADDIE process, and fully understand and align with the company strategy
C) Develop a training and development program using the ADDIE process to improve all the departments in the company with equal priority
D) Develop a training and development program using the ADDIE process to improve all the departments in the company with priority to the other departments and then R&D
4. Scenario Question 1 of 4 Individuals in the company have some training and development shortfalls that are interfering with the success of the company, especially in the R&D department and a few other specific teams that are critical to the current strategy. The managers want the director of L&D to help them to figure out how to change the situation and/or intervene. They are requesting a comprehensive plan to develop the knowledge, skills, abilities, and competencies of the individuals. This process must be timely and efficient because the company must be first to market with their new product.
A) Develop a training and development program for R&D using the ADDIE process to address specific competencies, knowledge, skills, and abilities
B) Develop a training and development program for R&D and all appropriate departments, use the ADDIE process, and fully understand and align with the company strategy
C) Develop a training and development program using the ADDIE process to improve all the departments in the company with equal priority
D) Develop a training and development program using the ADDIE process to improve all the departments in the company with priority to the other departments and then R&D
5. Scenario Question 3 of 4 Individuals in the company have some training and development shortfalls that are interfering with the success of the company, especially in the R&D department and a few other specific teams that are critical to the current strategy. The managers want the director of L&D to help them to figure out how to change the situation and/or intervene. They are requesting a comprehensive plan to develop the knowledge, skills, abilities, and competencies of the individuals. This process must be timely and efficient because the company must be first to market with their new product.
A) Develop a training program to improve managerial change management skills
B) Develop a training program to train the trainer so managers can train their staffs
C) Develop a training program to improve project management skills
D) Develop a training program to improve the financial management skills
6. Scenario Question 3 of 4 Individuals in the company have some training and development shortfalls that are interfering with the success of the company, especially in the R&D department and a few other specific teams that are critical to the current strategy. The managers want the director of L&D to help them to figure out how to change the situation and/or intervene. They are requesting a comprehensive plan to develop the knowledge, skills, abilities, and competencies of the individuals. This process must be timely and efficient because the company must be first to market with their new product.
A) Develop a training program to improve managerial change management skills
B) Develop a training program to train the trainer so managers can train their staffs
C) Develop a training program to improve project management skills
D) Develop a training program to improve the financial management skills
7. Scenario Question 1 of 4 An organization is planning to implement the balanced scorecard to help operationalize their strategy. The company has missed their numbers two years in a row, and there is always confusion as to what is expected and how success is measured. Several individuals in the leadership team are concerned about the time that's necessary for them to implement the scorecard and/or a quarterly business review (QBR). They prefer to just continue as they are doing, without a formal process. The HR VP has been asked to help them to understand the importance of having a disciplined process such as the QBR and balanced scorecard. What are the main 'value addsâ? to the organization by implementing the balanced scorecard process?
A) The HR VP should emphasize the process, timing, and being first to market; the importance of organizational skills; and the problem of understanding how projects are measured.
B) The HR VP should emphasize the business strategy, the concern for their bonuses, the customer - s concerns, the lack of customer service, and the problem understanding the global markets.
C) The HR VP should emphasize the business case, the concern of missing their numbers, the confusion and lack of communication, and the problem of understanding how success is measured.
D) The HR VP should emphasize the concern of missing their numbers, the lack of communication, the importance of teamwork, and the value of the balanced scorecard approach.
8. Scenario Question 2 of 4 An organization is planning to implement the balanced scorecard to help operationalize their strategy. The company has missed their numbers two years in a row, and there is always confusion as to what is expected and how success is measured. Several individuals in the leadership team are concerned about the time that's necessary for them to implement the scorecard and/or a quarterly business review (QBR). They prefer to just continue as they are doing, without a formal process. The HR VP has been asked to help them to understand the importance of having a disciplined process such as the QBR and balanced scorecard. What are the main 'value addsâ? to the organization by implementing the balanced scorecard process?
A) The balanced scorecard is most important because it ensures communication, has regular follow-up, involves the entire leadership team, removes confusion, and adds accountability.
B) The QBR is most important because it maintains confidentiality/anonymity, keeps things simple for employees, has a monthly follow-up procedure, and can be implemented everywhere.
C) The QBR is most important because it can be shared with other organizations for benchmarking, it involves the entire team company protecting the employees, and it has excellent follow-up.
D) The balanced scorecard is most important because it works with a QBR, uses a balance approach to the concerns, has a measurement component, and is easy to understand during implementation.
9. Scenario Question 3 of 4 An organization is planning to implement the balanced scorecard to help operationalize their strategy. The company has missed their numbers two years in a row, and there is always confusion as to what is expected and how success is measured. Several individuals in the leadership team are concerned about the time that's necessary for them to implement the scorecard and/or a quarterly business review (QBR). They prefer to just continue as they are doing, without a formal process. The HR VP has been asked to help them to understand the importance of having a disciplined process such as the QBR and balanced scorecard. What are the main 'value addsâ? to the organization by implementing the balanced scorecard process?
A) The HR VP should further cultivate the relationships of external stakeholders to ensure that client and investor concerns are being addressed to increase credibility.
B) The HR VP should further cultivate the relationships of all stakeholders to cover all bases and understand the various points of view to increase credibility.
C) The HR VP should further cultivate the relationships of all leaders, learning their concerns and understanding their points of view, to increase credibility.
D) The HR VP should further cultivate the relationships of the employees only to cover all bases and understand the various points of view to increase credibility.
10. Scenario Question 4 of 4 An organization is planning to implement the balanced scorecard to help operationalize their strategy. The company has missed their numbers two years in a row, and there is always confusion as to what is expected and how success is measured. Several individuals in the leadership team are concerned about the time that's necessary for them to implement the scorecard and/or a quarterly business review (QBR). They prefer to just continue as they are doing, without a formal process. The HR VP has been asked to help them to understand the importance of having a disciplined process such as the QBR and balanced scorecard. What are the main 'value addsâ? to the organization by implementing the balanced scorecard process?
A) The main 'value addsâ? are implementation at the corporate level only and focus on the problems within the departments so that the leadership can discipline and hold them accountable.
B) The main - value addsâ? are a specific focus on just financials that will correct the fact that the company has missed their numbers and alignment with the strategy, mission, vision, and values.
C) The main 'value addsâ? are a balanced approach to multiple areas of concern and specific metrics for each focus area that align with the strategy, mission, vision, and values.
D) The main 'value addsâ? are buy-ins because all departments give input to the areas focused on and implementation through the organization aligned with mission, vision, and values.
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