[App] SHRM-CP Offline Exam on All PC version 2025 - 1000 + Question
Sat, 08 Mar 2025
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SHRM-CP Certification Exam Questions 2023 - Day 22
1. The benefits package was implemented 12 months ago, and the HRÂ generalist has been asked by the owner to provide feedback regarding the success of the package. What is the first step in providing this feedback?
A) A. Compare the rate of turnover this year to prior years.
B) B. Conduct a gap analysis and a utilization review.
C) C. Tell the owner that it is too soon to provide feedback.
D) D. Conduct a survey of the employees to obtain feedback on the benefits package.
2. What is a business case?
A) Analysis of a problem and possible solutions
B) Scenario-based test of a business plan
C) Cost-benefit analysis of a business concept
D) Market research into acceptability of a new service or product
3. Refer to the following scenario for the next 4 questions. 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. The HR manager has identified several HR problems that need to be solved. What should the HR manager do first?
A) A. Conduct a job analysis to develop revised job descriptions that outline the work and necessary qualifications.
B) B. Procure training programs specific to social service workers and implement them immediately to ensure that all workers have the needed skills.
C) C. Develop and propose a talent management strategy to hire and train qualified staff, establish performance expectations, and reward high-performing employees.
D) D. In order to be transparent, share the findings with all employees to determine next steps and an immediate action plan.
4. How should the HR manager respond to the executive who proposes to terminate current employees and start over by hiring new employees?
A) A. Demonstrate the projected costs for the proposed solution, including costs related to building a new workforce vs. training the existing workforce.
B) B. Agree with the executive committee member and immediately begin to prepare severance agreements to terminate the impacted employees.
C) C. Explain that the organization will not be able to afford the best-qualified candidates in the marketplace because they are not affordable.
D) D. Respectfully disagree with the executive committee member and ask that a supportive executive have a talk with the member.
5. The HR manager needs to define key metrics to show the return on investment for the proposed HR solutions. Which of the following would be the most critical indicator?
A) A. Quality of service
B) B. Turnover rate
C) C. Ratio of HR to employee
D) D. Training completion rates
6. What action should the HR manager take in order to ensure that employees understand what is expected of them and how the new performance management system will work?
A) A. Host a meeting when the new program is ready to be implemented in order to educate all the supervisors.
B) B. Conduct a communication campaign that includes ongoing communications for all employees and training for supervisors to reinforce with their direct reports.
C) 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) 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.
7. Sales has made an unrealistic commitment to a customer. In order to meet the commitment, the CEO suggests that all salaried employees work ten-hour days, six days a week, for a minimum of one year. How should HR respond?
A) By finding another alternative that will not take advantage of employees but will meet sales and customer needs
B) By supporting the CEO's decision but suggesting that sales not promise so much in the future
C) By implementing the schedule and rewarding those people who go the extra mile
D) By implementing the schedule but disassociating themselves from it
8. How can HR best partner with managers to implement a newly developed performance management tool?
A) Require managers to fill out their new evaluation forms and submit them to HR to be checked before reviewing them with employees.
B) Have the CEO clarify to managers the consequences if they fail to complete employee evaluations in a timely manner.
C) Use input from the managers to create a best practices guide and meet with them individually to offer support or answer questions.
D) Offer to fill out the forms for managers the first time so that they can review HR's work and see how they should be completed.
9. HR meets with team leaders to analyze the pros and cons of a suggested change. As a group, they brainstorm about factors that could positively or negatively influence the outcome of the change. Factors are assigned weights in order to quantify the pros and cons and assist the leaders in their decision making. What type of analysis is the group using?
A) Multi-criteria decision analysis (MCDA)
B) Cost-benefit analysis
C) Force-field analysis
D) SWOT analysis
10. Refer to the following scenario for the next 3 questions. A company's rapid growth is resulting in demand to hire new team members. Recognizing the need to ensure that the right talent is brought into the company, a newly hired HR director implements a more structured hiring process to assess applicants' skills, compensation needs, and culture fit. However, many managers do not support the new hiring process, claiming it slows down the hiring cycle. In addition, the managers believe that the initial salary and bonus recommendations resulting from HR's recently updated compensation structures are not reflective of market demand. The managers claim this situation is causing candidates to decline their offers of employment. How should the HR director address the managers' resistance to using a more structured hiring process?
A) A. Conduct a management training session to explain the business needs driving the process changes.
B) B. Create a hybrid approach between the old and new methods to show that HR is a partner to the business.
C) C. Send an e-mail to the managers encouraging them to embrace the changes as they work with the HR business partner.
D) D. Invite the managers to escalate any concerns regarding the new process to the head of HR.
A) A. Compare the rate of turnover this year to prior years.
B) B. Conduct a gap analysis and a utilization review.
C) C. Tell the owner that it is too soon to provide feedback.
D) D. Conduct a survey of the employees to obtain feedback on the benefits package.
2. What is a business case?
A) Analysis of a problem and possible solutions
B) Scenario-based test of a business plan
C) Cost-benefit analysis of a business concept
D) Market research into acceptability of a new service or product
3. Refer to the following scenario for the next 4 questions. 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. The HR manager has identified several HR problems that need to be solved. What should the HR manager do first?
A) A. Conduct a job analysis to develop revised job descriptions that outline the work and necessary qualifications.
B) B. Procure training programs specific to social service workers and implement them immediately to ensure that all workers have the needed skills.
C) C. Develop and propose a talent management strategy to hire and train qualified staff, establish performance expectations, and reward high-performing employees.
D) D. In order to be transparent, share the findings with all employees to determine next steps and an immediate action plan.
4. How should the HR manager respond to the executive who proposes to terminate current employees and start over by hiring new employees?
A) A. Demonstrate the projected costs for the proposed solution, including costs related to building a new workforce vs. training the existing workforce.
B) B. Agree with the executive committee member and immediately begin to prepare severance agreements to terminate the impacted employees.
C) C. Explain that the organization will not be able to afford the best-qualified candidates in the marketplace because they are not affordable.
D) D. Respectfully disagree with the executive committee member and ask that a supportive executive have a talk with the member.
5. The HR manager needs to define key metrics to show the return on investment for the proposed HR solutions. Which of the following would be the most critical indicator?
A) A. Quality of service
B) B. Turnover rate
C) C. Ratio of HR to employee
D) D. Training completion rates
6. What action should the HR manager take in order to ensure that employees understand what is expected of them and how the new performance management system will work?
A) A. Host a meeting when the new program is ready to be implemented in order to educate all the supervisors.
B) B. Conduct a communication campaign that includes ongoing communications for all employees and training for supervisors to reinforce with their direct reports.
C) 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) 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.
7. Sales has made an unrealistic commitment to a customer. In order to meet the commitment, the CEO suggests that all salaried employees work ten-hour days, six days a week, for a minimum of one year. How should HR respond?
A) By finding another alternative that will not take advantage of employees but will meet sales and customer needs
B) By supporting the CEO's decision but suggesting that sales not promise so much in the future
C) By implementing the schedule and rewarding those people who go the extra mile
D) By implementing the schedule but disassociating themselves from it
8. How can HR best partner with managers to implement a newly developed performance management tool?
A) Require managers to fill out their new evaluation forms and submit them to HR to be checked before reviewing them with employees.
B) Have the CEO clarify to managers the consequences if they fail to complete employee evaluations in a timely manner.
C) Use input from the managers to create a best practices guide and meet with them individually to offer support or answer questions.
D) Offer to fill out the forms for managers the first time so that they can review HR's work and see how they should be completed.
9. HR meets with team leaders to analyze the pros and cons of a suggested change. As a group, they brainstorm about factors that could positively or negatively influence the outcome of the change. Factors are assigned weights in order to quantify the pros and cons and assist the leaders in their decision making. What type of analysis is the group using?
A) Multi-criteria decision analysis (MCDA)
B) Cost-benefit analysis
C) Force-field analysis
D) SWOT analysis
10. Refer to the following scenario for the next 3 questions. A company's rapid growth is resulting in demand to hire new team members. Recognizing the need to ensure that the right talent is brought into the company, a newly hired HR director implements a more structured hiring process to assess applicants' skills, compensation needs, and culture fit. However, many managers do not support the new hiring process, claiming it slows down the hiring cycle. In addition, the managers believe that the initial salary and bonus recommendations resulting from HR's recently updated compensation structures are not reflective of market demand. The managers claim this situation is causing candidates to decline their offers of employment. How should the HR director address the managers' resistance to using a more structured hiring process?
A) A. Conduct a management training session to explain the business needs driving the process changes.
B) B. Create a hybrid approach between the old and new methods to show that HR is a partner to the business.
C) C. Send an e-mail to the managers encouraging them to embrace the changes as they work with the HR business partner.
D) D. Invite the managers to escalate any concerns regarding the new process to the head of HR.
1. 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.
2. Right Answer: A
Explanation: A business case is a request for the allocation of resources to implement a solution to a problem or a plan to take advantage of an opportunity. Strong business cases are aligned with the organization's strategy and include a cost-benefit analysis of alternative solutions to the problem or opportunity, including taking no action. The business case usually includes discussion of risks. A cost-benefit analysis is not a business case but is an important part of a business case. Market research may be an input into the business case analysis. A scenario-based test would project the results of a business plan under differents sets of variables (e.g., supply prices, market share).
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: A
Explanation: A is the best response. It is important to present the HR business case for a change in terms of financial benefits and return on investment (ROI). Part of the ROI analysis should include scenarios of different options or solutions, including the costs of rebuilding the workforce vs. training the current workforce. This response would provide the executive committee member with a hard-data comparison of the options being considered. B is incorrect. The HR manager should conduct an in-depth analysis and present all possible scenarios and solutions to the entire executive committee. Making a decision based on only one opinion, without any data to support the decision, would be illogical. C is incorrect. This is an incomplete rationale, as it focuses only on the cost of a new, better-qualified workforce but does not compare those costs to the proposed costs of the initiatives. D is incorrect. This is a weak response, given that the HR manager does not effectively communicate the HR position and does not actively defend the proposal but rather passes it on to someone else to defend it.
5. 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.
6. 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.
7. Right Answer: A
Explanation: While it may be tempting to do the expedient thing and meet the company's promises, this action will have a negative effect on employee morale and retention, and it could invite union-organizing activity. Using the Consultation competency, HR can explore other alternatives that will be more effective and acceptable to employees.
8. Right Answer: C
Explanation: HR professionals should function as consultants to managers, which would involve getting their input and offering to support them and/or answer questions as needed. It would not involve having their bosses make threats, micromanaging, or overstepping boundaries—particularly not in a way that would suggest that HR would do a better job of evaluating their employees than they would.
9. Right Answer: C
Explanation: Based on this force-field analysis, the group can decide to pursue opportunities with scores showing favorability for change or avoid changes that face very strong resistance. They might also use analysis results in deciding how to allocate resources to mitigate negative risks and enhance opportunities. Force-field analysis tries to identify conditions needed to make change possible.
10. Right Answer: A
Explanation: A is the best answer, as it provides an opportunity for the HR director to use the Consultation competency to discuss how the changes in the business and the marketplace affect the hiring process, thus providing guidance on how to navigate those challenges. B is not the best answer, because it does not provide a viable solution to the problem or an opportunity to provide guidance to the managers. C is not the best answer, because it does not provide the opportunity for the HR director to address the concerns and provide education. D is not the best answer, since it delegates the responsibility to the HR director's boss and the HR director is not demonstrating competency.
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.
2. Right Answer: A
Explanation: A business case is a request for the allocation of resources to implement a solution to a problem or a plan to take advantage of an opportunity. Strong business cases are aligned with the organization's strategy and include a cost-benefit analysis of alternative solutions to the problem or opportunity, including taking no action. The business case usually includes discussion of risks. A cost-benefit analysis is not a business case but is an important part of a business case. Market research may be an input into the business case analysis. A scenario-based test would project the results of a business plan under differents sets of variables (e.g., supply prices, market share).
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: A
Explanation: A is the best response. It is important to present the HR business case for a change in terms of financial benefits and return on investment (ROI). Part of the ROI analysis should include scenarios of different options or solutions, including the costs of rebuilding the workforce vs. training the current workforce. This response would provide the executive committee member with a hard-data comparison of the options being considered. B is incorrect. The HR manager should conduct an in-depth analysis and present all possible scenarios and solutions to the entire executive committee. Making a decision based on only one opinion, without any data to support the decision, would be illogical. C is incorrect. This is an incomplete rationale, as it focuses only on the cost of a new, better-qualified workforce but does not compare those costs to the proposed costs of the initiatives. D is incorrect. This is a weak response, given that the HR manager does not effectively communicate the HR position and does not actively defend the proposal but rather passes it on to someone else to defend it.
5. 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.
6. 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.
7. Right Answer: A
Explanation: While it may be tempting to do the expedient thing and meet the company's promises, this action will have a negative effect on employee morale and retention, and it could invite union-organizing activity. Using the Consultation competency, HR can explore other alternatives that will be more effective and acceptable to employees.
8. Right Answer: C
Explanation: HR professionals should function as consultants to managers, which would involve getting their input and offering to support them and/or answer questions as needed. It would not involve having their bosses make threats, micromanaging, or overstepping boundaries—particularly not in a way that would suggest that HR would do a better job of evaluating their employees than they would.
9. Right Answer: C
Explanation: Based on this force-field analysis, the group can decide to pursue opportunities with scores showing favorability for change or avoid changes that face very strong resistance. They might also use analysis results in deciding how to allocate resources to mitigate negative risks and enhance opportunities. Force-field analysis tries to identify conditions needed to make change possible.
10. Right Answer: A
Explanation: A is the best answer, as it provides an opportunity for the HR director to use the Consultation competency to discuss how the changes in the business and the marketplace affect the hiring process, thus providing guidance on how to navigate those challenges. B is not the best answer, because it does not provide a viable solution to the problem or an opportunity to provide guidance to the managers. C is not the best answer, because it does not provide the opportunity for the HR director to address the concerns and provide education. D is not the best answer, since it delegates the responsibility to the HR director's boss and the HR director is not demonstrating competency.
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