1. Scenario Question 1 of 3 In his initial meeting with the HR team, a newly hired HR director hears a number of concerns relating to talent acquisition, including the new hire selection process. The HR director believes these concerns, as he personally experienced several questionable actions during his own hiring process. In the current process, interviewers use an unstructured approach, where each candidate is asked different questions and interviewers use different criteria to evaluate responses. The HR director also learns that the company has a track record of poor hiring, inconsistent decision making, and lack of diversity in certain departments. The HR team is not confident that the organization is hiring the best people. However, that is not a concern the rest of the organization shares. Each department believes that its hiring approach is effective. Historically no department has shown an interest in trying a new approach.

A) Conduct an audit of company-wide hiring practices to demonstrate internal discrepancies.
B) Present anecdotal evidence from similar companies that show the benefits of a centralized hiring processes.
C) Conduct a benchmarking study to compare the organization's hiring outcomes (diversity, etc.) to those of similar organizations.
D) Ask department heads what data they would need from a new hiring process.



2. Scenario Question 2 of 3 In his initial meeting with the HR team, a newly hired HR director hears a number of concerns relating to talent acquisition, including the new hire selection process. The HR director believes these concerns, as he personally experienced several questionable actions during his own hiring process. In the current process, interviewers use an unstructured approach, where each candidate is asked different questions and interviewers use different criteria to evaluate responses. The HR director also learns that the company has a track record of poor hiring, inconsistent decision making, and lack of diversity in certain departments. The HR team is not confident that the organization is hiring the best people. However, that is not a concern the rest of the organization shares. Each department believes that its hiring approach is effective. Historically no department has shown an interest in trying a new approach.

A) Discipline the interviewers for engaging in discriminatory hiring practices that have occurred.
B) Explain to interviewers and managers why diversity among employees is good for business.
C) Encourage interviewers to read a copy of the company's diversity policy.
D) Develop a company-wide diversity hiring program to help reverse this identified trend.



3. Scenario Question 3 of 3 In his initial meeting with the HR team, a newly hired HR director hears a number of concerns relating to talent acquisition, including the new hire selection process. The HR director believes these concerns, as he personally experienced several questionable actions during his own hiring process. In the current process, interviewers use an unstructured approach, where each candidate is asked different questions and interviewers use different criteria to evaluate responses. The HR director also learns that the company has a track record of poor hiring, inconsistent decision making, and lack of diversity in certain departments. The HR team is not confident that the organization is hiring the best people. However, that is not a concern the rest of the organization shares. Each department believes that its hiring approach is effective. Historically no department has shown an interest in trying a new approach.

A) Create a structured interview process that standardizes the questions asked and the criteria for grading.
B) Maintain the current process but have HR participate in all of the interviews going forward.
C) Solicit feedback from organizational stakeholders about the key qualities they are looking for in talent.
D) Analyze turnover, performance, and exit interview data over the past two years to present to leaders.



4. Scenario Question 1 of 2 An employee files a complaint alleging discrimination based on other employees creating an intimidating work environment, primarily by making insensitive and inappropriate comments. The alleged actions have made the employee uncomfortable in the workplace. The HR generalist begins to review the information submitted by the employee and, as part of the review, discovers that this is not the first discrimination allegation the employee has filed. All the other complaints were closed following a determination that the allegations were unfounded. When prompted for further information, the employee eventually lists the names of everyone who is being accused in the complaint. To the surprise of the HR generalist, it is the majority of the company's senior leadership team. Based on the employee's history of complaints and who is being accused this time, the HR generalist determines that an investigation is not warranted and immediately dismisses the employee's concerns. However, several weeks later, the employee presents documented proof of comments made by a number of employees, including some from the senior leadership team. Upon review, the HR generalist determines that this additional information could add merit to the complaint.

A) Tell employees to contact the employee assistance program (EAP).
B) Discuss the importance of inclusiveness during the onboarding process.
C) Hold inclusiveness training for all employees at various points in the year.
D) Tell employees that they need to learn other languages to relate better to others.



5. Scenario Question 2 of 2 An employee files a complaint alleging discrimination based on other employees creating an intimidating work environment, primarily by making insensitive and inappropriate comments. The alleged actions have made the employee uncomfortable in the workplace. The HR generalist begins to review the information submitted by the employee and, as part of the review, discovers that this is not the first discrimination allegation the employee has filed. All the other complaints were closed following a determination that the allegations were unfounded. When prompted for further information, the employee eventually lists the names of everyone who is being accused in the complaint. To the surprise of the HR generalist, it is the majority of the company's senior leadership team. Based on the employee's history of complaints and who is being accused this time, the HR generalist determines that an investigation is not warranted and immediately dismisses the employee's concerns. However, several weeks later, the employee presents documented proof of comments made by a number of employees, including some from the senior leadership team. Upon review, the HR generalist determines that this additional information could add merit to the complaint.

A) Request that a meeting be held with the employee and the individuals who are being accused to publicly address the situation.
B) Request that the employee raise the issue with a supervisor and then escalate it to the HR manager if they feel an investigation is still warranted.
C) Confront the members of the senior leadership team and demand that they immediately stop all inappropriate actions.
D) Set up a formal meeting with the employee to gather additional details, assess whether an investigation is needed, and propose a plan to the HR manager.