Published - Fri, 03 Mar 2023
SHRM-CP Certification Exam Questions 2023 - Day 2
1. Navigating the Organization A new HR staff member wants to win support for her idea for a new employee benefit. The HR director has agreed to meet with her to discuss the idea briefly. How should the HR staff member prepare?
A) Research the director's professional resume.
B) Complete a detailed business case in support of the idea.
C) Think about what might be motivating the HR director in his job.
D) Gather testimonial feedback from employees who want the new benefit added.
2. An HR professional is new to his organization and wants to understand better how to gain credibility in the organization. What activity would help the most?
A) Talking to HR peers at professional meetings about what works in their organizations
B) Studying the organization's published statement of values
C) Watching how people react to other team members in team discussions
D) Interviewing people in HR management positions
3. Which is the difference between the formal and informal characteristics of an organization?
A) Formal characteristics are documented and change less frequently than informal characteristics.
B) Formal characteristics can be felt, and informal characteristics can be seen.
C) Formal characteristics focus on the role of the leader, informal characteristics on work teams.
D) Formal characteristics are better indicators of an organization's efficiency and effectiveness.
4. Refer to the following scenario for the next 4 questions. After the merger of two business entities, the new vice president (VP) of HR holds a staff meeting and tells the group that the organization now has six active vacation policies. This was identified during due diligence, but the leaders determined that it did not affect the ultimate decision to merge and that the matter should be addressed post-merger. That time has come, and the VP of HR would like the benefits managers to develop a plan with recommendations. Each policy has slightly different criteria and provisions. As a result of post-merger restructuring, it is possible for all six policies to be in effect in a single department or location. Harmonizing the policies will invariably benefit some employees and hurt others. The benefits managers need to decide if the organization should try to harmonize the policies from the merged entities or let them continue to coexist. The VP of HR adds another complication. The leadership of the two entities has been merged 'on paper,' but there is still a lot of struggling behind the scenes to establish or increase power and influence. The VP of HR would like it if the team could avoid making this issue an opportunity for a proxy power struggle. What critical first step should the benefits managers take to begin the harmonization process?
A) A. Send an e-mail to leadership advising them of the situation.
B) B. Independently implement a policy that seems the most reasonable.
C) C. Perform a risk assessment of the two options: harmonize or coexist.
D) D. Determine if the differences generate employee relations issues.
5. Given the sensitive nature of the issue and the recent nature of the merger, what approach does the HR team need to implement to communicate changes to the vacation policy?
A) A. Communicate the decision to the business leaders and request that they only e-mail the information to their employees.
B) B. After leadership approval, directly communicate to all stakeholders the decision and the impact on them and the business.
C) C. Include the decision and the new policy in the newsletter under the heading of ongoing merger and acquisition activity.
D) D. Include the information about the policy in the employee handbook and on the intranet.
6. A member of the HR team tells her colleagues that she has been approached by one of the business heads and pressured to support a solution that would leave the vacation policies of one of the merged entities intact. She asks advice about responding. What is the best piece of advice to give in this situation?
A) A. Suggest she tell the VP of HR about this incident and ask that they manage this behavior.
B) B. Explain that she has to support the best interests of the organization; however, she should work to understand the reason for the request.
C) C. Recommend that she proactively contact the business head and request that this not happen again.
D) D. Encourage her to transition the request to the CEO and the VP of HR because this is beyond her responsibility.
7. The team decides to hold focus groups with employees currently covered by the different policies. What should the team do to ensure that this is a productive tactic?
A) A. Conduct mixed but balanced focus groups with a trained facilitator.
B) B. Conduct separate focus groups for employees covered by the existing policies, asking for comments on their own current policies.
C) C. Limit the amount of unstructured discussion so as not to encourage conflict.
D) D. Share the plan that will most likely be implemented.
8. An HR professional has just joined an organization and wants to better understand its informal characteristics. What should she pay attention to?
A) Reporting structure in the organization and number of management levels
B) Mission statement on the organization's website
C) Who people interact with and the nature of their interactions
D) Kinds of business decisions the organization has made in the past
9. Influencing Which action would be most important in building trust with a colleague?
A) Socializing outside work more frequently
B) Acting consistently in line with shared values
C) Clarifying roles and authority
D) Developing one's professional expertise
10. Executives at a company have identified the need to promote diversity and develop a global mindset within the organization. According to Goleman, what leadership ability would best complement this initiative?
A) Effective communication
B) Adaptability to change
C) High intellectual capability
D) Emotional intelligence
A) Research the director's professional resume.
B) Complete a detailed business case in support of the idea.
C) Think about what might be motivating the HR director in his job.
D) Gather testimonial feedback from employees who want the new benefit added.
2. An HR professional is new to his organization and wants to understand better how to gain credibility in the organization. What activity would help the most?
A) Talking to HR peers at professional meetings about what works in their organizations
B) Studying the organization's published statement of values
C) Watching how people react to other team members in team discussions
D) Interviewing people in HR management positions
3. Which is the difference between the formal and informal characteristics of an organization?
A) Formal characteristics are documented and change less frequently than informal characteristics.
B) Formal characteristics can be felt, and informal characteristics can be seen.
C) Formal characteristics focus on the role of the leader, informal characteristics on work teams.
D) Formal characteristics are better indicators of an organization's efficiency and effectiveness.
4. Refer to the following scenario for the next 4 questions. After the merger of two business entities, the new vice president (VP) of HR holds a staff meeting and tells the group that the organization now has six active vacation policies. This was identified during due diligence, but the leaders determined that it did not affect the ultimate decision to merge and that the matter should be addressed post-merger. That time has come, and the VP of HR would like the benefits managers to develop a plan with recommendations. Each policy has slightly different criteria and provisions. As a result of post-merger restructuring, it is possible for all six policies to be in effect in a single department or location. Harmonizing the policies will invariably benefit some employees and hurt others. The benefits managers need to decide if the organization should try to harmonize the policies from the merged entities or let them continue to coexist. The VP of HR adds another complication. The leadership of the two entities has been merged 'on paper,' but there is still a lot of struggling behind the scenes to establish or increase power and influence. The VP of HR would like it if the team could avoid making this issue an opportunity for a proxy power struggle. What critical first step should the benefits managers take to begin the harmonization process?
A) A. Send an e-mail to leadership advising them of the situation.
B) B. Independently implement a policy that seems the most reasonable.
C) C. Perform a risk assessment of the two options: harmonize or coexist.
D) D. Determine if the differences generate employee relations issues.
5. Given the sensitive nature of the issue and the recent nature of the merger, what approach does the HR team need to implement to communicate changes to the vacation policy?
A) A. Communicate the decision to the business leaders and request that they only e-mail the information to their employees.
B) B. After leadership approval, directly communicate to all stakeholders the decision and the impact on them and the business.
C) C. Include the decision and the new policy in the newsletter under the heading of ongoing merger and acquisition activity.
D) D. Include the information about the policy in the employee handbook and on the intranet.
6. A member of the HR team tells her colleagues that she has been approached by one of the business heads and pressured to support a solution that would leave the vacation policies of one of the merged entities intact. She asks advice about responding. What is the best piece of advice to give in this situation?
A) A. Suggest she tell the VP of HR about this incident and ask that they manage this behavior.
B) B. Explain that she has to support the best interests of the organization; however, she should work to understand the reason for the request.
C) C. Recommend that she proactively contact the business head and request that this not happen again.
D) D. Encourage her to transition the request to the CEO and the VP of HR because this is beyond her responsibility.
7. The team decides to hold focus groups with employees currently covered by the different policies. What should the team do to ensure that this is a productive tactic?
A) A. Conduct mixed but balanced focus groups with a trained facilitator.
B) B. Conduct separate focus groups for employees covered by the existing policies, asking for comments on their own current policies.
C) C. Limit the amount of unstructured discussion so as not to encourage conflict.
D) D. Share the plan that will most likely be implemented.
8. An HR professional has just joined an organization and wants to better understand its informal characteristics. What should she pay attention to?
A) Reporting structure in the organization and number of management levels
B) Mission statement on the organization's website
C) Who people interact with and the nature of their interactions
D) Kinds of business decisions the organization has made in the past
9. Influencing Which action would be most important in building trust with a colleague?
A) Socializing outside work more frequently
B) Acting consistently in line with shared values
C) Clarifying roles and authority
D) Developing one's professional expertise
10. Executives at a company have identified the need to promote diversity and develop a global mindset within the organization. According to Goleman, what leadership ability would best complement this initiative?
A) Effective communication
B) Adaptability to change
C) High intellectual capability
D) Emotional intelligence
1. Right Answer: C
Explanation: The staff member is in an early stage of winning support. It may help to understand the director's goals (perhaps by observing decisions and statements) so that she can show how the benefit idea could advance those goals. It is too soon for a business case or testimonials. The resume will probably not provide an accurate sense of what motivates the director.
2. Right Answer: C
Explanation: A person's social status in an organization may be observed in how others listen and respond to what he or she says. Seeing the types of people who earn respect in the organization, the new HR professional can work to imitate their actions. Ideally, the formal aspects of the organization, such as values statements, would be good indicators, but the formal and informal aspects of organizations are not always aligned. Informal discussions are a good idea, but a formal interview with HR managers may not provide perspective from all parts of the function. The informal aspects of an organization, such as the characteristics that make someone respected and trusted, may vary from one organization to the next.
3. Right Answer: A
Explanation: The formal characteristics of an organization are expressed in some documented form, such as a handbook or organizational chart. Informal characteristics describe the nature of relationships in the organization, how people interact and communicate. Perhaps because they are not documented, informal characteristics may change more frequently than formal characteristics.
4. Right Answer: C
Explanation: C is the best answer. The best approach is to analyze the risks of the current situation and the situation in which the policies have been aligned. This will require understanding the promises and practices underpinning the original policies. Prior deals may have provided the employees with a promise of continued benefits, resulting in an ethical commitment to continue or uphold that obligation. It would be critical to include that information in considerations about how to resolve the situation. A is incorrect. Notifying the leadership is key, but HR should first develop an appropriate plan of action. B is incorrect. No policies should be implemented without input from the stakeholders. D is incorrect. By not taking action, HR neglects its responsibility to provide ethical leadership to the organization.
5. Right Answer: B
Explanation: B is the best answer. Whatever resolution is decided, communicating it to stakeholders will be important to the success of implementing the policy. Using an intentional and purposeful approach will engage leadership and create support for the way forward. A is incorrect. E-mail should never be used as the only method of communicating policy changes. Moreover, the decision should be communicated to all stakeholders, not just the business leaders. C and D are incorrect. Including information in the newsletter or simply including it in the new handbook or on the intranet leaves significant potential for misunderstanding and lack of awareness about the way forward.
6. Right Answer: B
Explanation: B is the best answer. Counseling the team member to be respectful while maintaining her independence and integrity supports her role as an organizational leader. A is incorrect. Reporting the action might heighten tension and damage any future relationship. C is incorrect. This could potentially create an unnecessary conflict, and the team leader may also not want you to share this information with anyone. D is incorrect. Deflecting the business head's request does not show leadership.
7. Right Answer: A
Explanation: A is the best answer. Mixed focus groups would foster the communication needed at this stage of the merger, and a trained facilitator would be able to keep discussion productive and respectful. B is incorrect. Separate focus groups will probably only reinforce preference for existing policies. C is incorrect. Limiting discussion will create resentment and distrust. D is incorrect. This would defeat the purpose of soliciting feedback from the focus groups because a decision has essentially been made.
8. Right Answer: C
Explanation: The informal aspects of an organization are learned best by observing how people behave, communicate, and interact. The other choices all refer to the formal characteristics of an organization, aspects that have been articulated or documented in some way for all of the organization's members.
9. Right Answer: B
Explanation: Walking the talk, or showing consistency with what one says or believes in, is most likely to generate a trusting relationship. Expertise builds credibility but not trust if one is not honest or does not follow through on commitments. Socializing may be a path to understanding each other's values but does not offer proof of consistency with those values. Clarifying roles and responsibilities is necessary to avoid some conflicts, but it does not build trust.
10. Right Answer: D
Explanation: Without emotional intelligence (EI), the behaviors needed to support diversity and a global mindset would not be possible. Daniel Goleman suggests that five components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skills—are essential in establishing EI in an organization.
Explanation: The staff member is in an early stage of winning support. It may help to understand the director's goals (perhaps by observing decisions and statements) so that she can show how the benefit idea could advance those goals. It is too soon for a business case or testimonials. The resume will probably not provide an accurate sense of what motivates the director.
2. Right Answer: C
Explanation: A person's social status in an organization may be observed in how others listen and respond to what he or she says. Seeing the types of people who earn respect in the organization, the new HR professional can work to imitate their actions. Ideally, the formal aspects of the organization, such as values statements, would be good indicators, but the formal and informal aspects of organizations are not always aligned. Informal discussions are a good idea, but a formal interview with HR managers may not provide perspective from all parts of the function. The informal aspects of an organization, such as the characteristics that make someone respected and trusted, may vary from one organization to the next.
3. Right Answer: A
Explanation: The formal characteristics of an organization are expressed in some documented form, such as a handbook or organizational chart. Informal characteristics describe the nature of relationships in the organization, how people interact and communicate. Perhaps because they are not documented, informal characteristics may change more frequently than formal characteristics.
4. Right Answer: C
Explanation: C is the best answer. The best approach is to analyze the risks of the current situation and the situation in which the policies have been aligned. This will require understanding the promises and practices underpinning the original policies. Prior deals may have provided the employees with a promise of continued benefits, resulting in an ethical commitment to continue or uphold that obligation. It would be critical to include that information in considerations about how to resolve the situation. A is incorrect. Notifying the leadership is key, but HR should first develop an appropriate plan of action. B is incorrect. No policies should be implemented without input from the stakeholders. D is incorrect. By not taking action, HR neglects its responsibility to provide ethical leadership to the organization.
5. Right Answer: B
Explanation: B is the best answer. Whatever resolution is decided, communicating it to stakeholders will be important to the success of implementing the policy. Using an intentional and purposeful approach will engage leadership and create support for the way forward. A is incorrect. E-mail should never be used as the only method of communicating policy changes. Moreover, the decision should be communicated to all stakeholders, not just the business leaders. C and D are incorrect. Including information in the newsletter or simply including it in the new handbook or on the intranet leaves significant potential for misunderstanding and lack of awareness about the way forward.
6. Right Answer: B
Explanation: B is the best answer. Counseling the team member to be respectful while maintaining her independence and integrity supports her role as an organizational leader. A is incorrect. Reporting the action might heighten tension and damage any future relationship. C is incorrect. This could potentially create an unnecessary conflict, and the team leader may also not want you to share this information with anyone. D is incorrect. Deflecting the business head's request does not show leadership.
7. Right Answer: A
Explanation: A is the best answer. Mixed focus groups would foster the communication needed at this stage of the merger, and a trained facilitator would be able to keep discussion productive and respectful. B is incorrect. Separate focus groups will probably only reinforce preference for existing policies. C is incorrect. Limiting discussion will create resentment and distrust. D is incorrect. This would defeat the purpose of soliciting feedback from the focus groups because a decision has essentially been made.
8. Right Answer: C
Explanation: The informal aspects of an organization are learned best by observing how people behave, communicate, and interact. The other choices all refer to the formal characteristics of an organization, aspects that have been articulated or documented in some way for all of the organization's members.
9. Right Answer: B
Explanation: Walking the talk, or showing consistency with what one says or believes in, is most likely to generate a trusting relationship. Expertise builds credibility but not trust if one is not honest or does not follow through on commitments. Socializing may be a path to understanding each other's values but does not offer proof of consistency with those values. Clarifying roles and responsibilities is necessary to avoid some conflicts, but it does not build trust.
10. Right Answer: D
Explanation: Without emotional intelligence (EI), the behaviors needed to support diversity and a global mindset would not be possible. Daniel Goleman suggests that five components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skills—are essential in establishing EI in an organization.
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