1. The HR manager wants to demonstrate genuine interest in learning about the principal's approach to recognizing his employees. What should the HR manager do to most effectively demonstrate this?

A) A. Listen actively to the principal as he describes his approach and rationale in person.
B) B. Ask the principal to outline his approach in an e-mail to capture all relevant details.
C) C. Use behavior-based interview techniques to accurately capture the principal's practice of recognizing employees.
D) D. Invite the school's director to facilitate a conversation with the principal to ensure that he participates.



2. How should the HR manager give feedback to the principal to help him more appropriately recognize employee contributions?

A) A. Give talking points to the school's director to deliver, since the principal doesn't see the HR manager as a credible coach.
B) B. Maintain control of the conversation with the principal, ensuring that the message is delivered without misinterpretation.
C) C. Send the principal weekly e-mails containing articles on how to appropriately motivate the school's staff.
D) D. Issue the principal a documented verbal warning to stop his unwanted advances toward his executive assistant.



3. What is the best way to deliver negative feedback to a subordinate?

A) Wait for a quiet moment, when any stress related to the issue has subsided. 
B) Start and end with positive feedback, even if it is about a minor performance element.
C) Create a work environment in which employees feel valued even when negative feedback is necessary.
D) Deliver positive feedback in person and negative feedback in writing for the purpose of documentation.



4. For much of a meeting, one team member is unofficially leading the discussion while several others are quietly listening. What should the manager leading the meeting do?

A) Tell the talkative team member that you are in charge.
B) Summarize what the talkative team member has said and then move to the next agenda item.
C) Allow the meeting to flow without interruption.
D) Ask the quiet participants for their reactions.



5. Refer to the following scenario for the next 3 questions. 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. The HR director wants to address his team's concerns soon. He also recognizes that the rest of the organization will need to be convinced to change. Which is the best immediate course of action he could take?

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