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SHRM-CP Competencies Questions - Part 46
1. A firm has just announced a major reorganization to its employees. Which is most likely to happen first after the initial shock of the news?
A) Individuals may deny the reality of the change.
B) Employees will suggest adaptive strategies.
C) Employees will surrender to the change and try to define their own places.
D) A major exodus of key employees will occur.
2. Refer to the following scenario for the next 3 questions. The CEO of a sales companyΒ hires an HR consultant to assess the company's organizational structure, operating model, and culture due toΒ declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholdersΒ to gain supportΒ for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem fromΒ company-based issues and its inability to leverage its robust IT infrastructure. The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates. The consultant's analysis reveals that the company has no mission statement,Β no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally,Β no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere. What is the critical first step the HR business consultant should do to determine the return on investment (ROI) of a new sales training program?
A) A. Calculate the ROI by dividing the revenue gained minus the cost of these types of programs based on data from similar sales companies.
B) B. Talk to the sales team about what new skills they need to learn.
C) C. Talk to the IT department to determine what new skills the sales team needs to learn.
D) D. Call several vendors to gather more information regarding training outcomes, price, and schedule.
3. Which action should the HR business consultant take to gain the support of the key stakeholders in order to implement recommended changes?
A) A. Build strong relationships with key stakeholders and transparently share the benefits and risks of the changes.
B) B. Implement the changes needed and then ask the stakeholders for support during implementation.
C) C. Propose the changes needed and aggressively defend the proposal to anyone who is against it.
D) D. Present the benefits of the changes in a transparent and well-structured manner and deemphasize the risks.
4. What course of action should the HR business consultant recommend that the CEO take when creating new goals for the company's employees?
A) A. Develop general goals that aren't too specific or measurable so that the company does not put too much stress on the employees.
B) B. CreateΒ difficult and challenging goals so employees can strive to be the best, even if the goals may not be realistic.
C) C. Create detailed annual goalsΒ that are relevant to the company's mission and that can be aligned with the company's performance management system.
D) D. Create amorphous goals that can be used as a method to decide whether employees should receive bonuses.
5. Refer to the following scenario for the next 4 questions. The CEO of a small local company has decided that the organization needs to embrace a model of corporate social responsibility (CSR). Despite a formal strategy not being in place, the organization has been using the principles of CSR in certain circumstances. The CEO wants the HR manager to help lead the corporate change. This change involves mindset, planning, and helping everyone embrace the change. HR is not viewed as a true partner to the organization currently, so this will be a challenge. The CEO is seeking to create a company known for treating people well, operating in a sustainable manner, and giving to worthy causes. This change will be more noticeable in some departments than in others. Because of this, the CEO would like to start with a word-of-mouth campaign prior to a large company-wide announcement. The CEO wants the HR manager to put together a plan within two to four weeks that creates this low-key way to work toward the CSR culture for the organization. HR and the CEO discuss that it will be a long-term process for change to be fully implemented. The CEO understands this but wants a plan no later than one month from the meeting. What action should the HR manager take first to begin creating a culture that embraces CSR?
A) A. Partner with the heads of each department of the organization to review their current practices around CSR.
B) B. Send an e-mail to the company asking for input and then form committees to discuss this.
C) C. Spend time visiting other companies with an integrated CSR culture, using this as the basis for the plan.
D) D. Since there is very little time, independently change the culture so that it embraces CSR.
A) Individuals may deny the reality of the change.
B) Employees will suggest adaptive strategies.
C) Employees will surrender to the change and try to define their own places.
D) A major exodus of key employees will occur.
2. Refer to the following scenario for the next 3 questions. The CEO of a sales companyΒ hires an HR consultant to assess the company's organizational structure, operating model, and culture due toΒ declining sales, increasing expenses, and workforce environment challenges. The CEO asks the consultant to share the results with key stakeholdersΒ to gain supportΒ for the recommended changes. Because the company has little market competition, the CEO thinks the company's poor results stem fromΒ company-based issues and its inability to leverage its robust IT infrastructure. The HR consultant analyzes the company's financial statements and business processes and confidentially interviews every employee in the company to determine why the company is struggling. The consultant also works as an employee in every department in order to get a realistic understanding of how the company operates. The consultant's analysis reveals that the company has no mission statement,Β no company-wide or departmental goals, and no individual goals to hold employees accountable. Additionally,Β no formal recruitment, onboarding, or training procedures exist. The consultant thinks the poor results are caused by poorly trained sales representatives. Customer loyalty is strong; however, it is because of the low-cost products not easily found elsewhere. What is the critical first step the HR business consultant should do to determine the return on investment (ROI) of a new sales training program?
A) A. Calculate the ROI by dividing the revenue gained minus the cost of these types of programs based on data from similar sales companies.
B) B. Talk to the sales team about what new skills they need to learn.
C) C. Talk to the IT department to determine what new skills the sales team needs to learn.
D) D. Call several vendors to gather more information regarding training outcomes, price, and schedule.
3. Which action should the HR business consultant take to gain the support of the key stakeholders in order to implement recommended changes?
A) A. Build strong relationships with key stakeholders and transparently share the benefits and risks of the changes.
B) B. Implement the changes needed and then ask the stakeholders for support during implementation.
C) C. Propose the changes needed and aggressively defend the proposal to anyone who is against it.
D) D. Present the benefits of the changes in a transparent and well-structured manner and deemphasize the risks.
4. What course of action should the HR business consultant recommend that the CEO take when creating new goals for the company's employees?
A) A. Develop general goals that aren't too specific or measurable so that the company does not put too much stress on the employees.
B) B. CreateΒ difficult and challenging goals so employees can strive to be the best, even if the goals may not be realistic.
C) C. Create detailed annual goalsΒ that are relevant to the company's mission and that can be aligned with the company's performance management system.
D) D. Create amorphous goals that can be used as a method to decide whether employees should receive bonuses.
5. Refer to the following scenario for the next 4 questions. The CEO of a small local company has decided that the organization needs to embrace a model of corporate social responsibility (CSR). Despite a formal strategy not being in place, the organization has been using the principles of CSR in certain circumstances. The CEO wants the HR manager to help lead the corporate change. This change involves mindset, planning, and helping everyone embrace the change. HR is not viewed as a true partner to the organization currently, so this will be a challenge. The CEO is seeking to create a company known for treating people well, operating in a sustainable manner, and giving to worthy causes. This change will be more noticeable in some departments than in others. Because of this, the CEO would like to start with a word-of-mouth campaign prior to a large company-wide announcement. The CEO wants the HR manager to put together a plan within two to four weeks that creates this low-key way to work toward the CSR culture for the organization. HR and the CEO discuss that it will be a long-term process for change to be fully implemented. The CEO understands this but wants a plan no later than one month from the meeting. What action should the HR manager take first to begin creating a culture that embraces CSR?
A) A. Partner with the heads of each department of the organization to review their current practices around CSR.
B) B. Send an e-mail to the company asking for input and then form committees to discuss this.
C) C. Spend time visiting other companies with an integrated CSR culture, using this as the basis for the plan.
D) D. Since there is very little time, independently change the culture so that it embraces CSR.
1. Right Answer: A
Explanation: After the initial shock has passed, it is common for individuals to deny that the change will happen or is beneficial. They focus on the past, believing that the past situation was acceptable or better and change was not needed.
2. Right Answer: D
Explanation: D is the best response. The consultant needs to identify which figures to use when calculating the ROI. The consultant likely already has an idea of what training is needed based on the analysis. The best next step is to make several phone calls to see what kind of training is available, how much it costs, and whether the training outcomes match the organization's strategic business needs. A is incorrect. The programs being used by similar companies may not reflect the business needs of the company in question. Moreover, there is no assurance that the HR consultant will be able to get access to this data. B is incorrect. The consultant has already talked to every employee. The consultant may want to include the sales manager prior to making a decision on which training program to use, but there is no need to involve the entire sales team. C is incorrect. IT should not be providing advice on sales training. If the training required turns out to be a technological issue, it would be wise for the HR consultant to talk to the IT department to ensure that they can support the training.
3. Right Answer: A
Explanation: A is the best response. In order to get the support needed, the consultant should build the appropriate relationships early in the process and be completely transparent when sharing the benefits and risks of the changes. B is incorrect. No changes should be made prior to obtaining support from the key stakeholders. C is incorrect. The consultant should never be aggressive or defensive when proposing changes; rather, it is prudent to remain calm and welcome all feedback. D is incorrect. The consultant would need to be transparent about the risks of the changes, not just the benefits.
4. Right Answer: C
Explanation: C is the best answer, as it fits the SMARTER goals criteriaβspecific, measurable, attainable, relevant, timebound, evaluated, revised. A is incorrect, as goals need to be specific and measurable. B is incorrect, as goals need to be attainable and realistic. D is incorrect, as it doesn't fit the SMARTER goals criteria.
5. Right Answer: A
Explanation: A is the best response. It allows for reviewing the current practices of the organization but also for the building of relationships and creating a collaborative work environment. B is incorrect. It has no guarantee of success and asks for input from the company as a whole. C is incorrect, as it does not allow for any of the positives that can be gained from in-person meetings with current members of the organization. D is incorrect. Even though there is little time, the HR manager will still need to partner and collaborate with stakeholders in order to change the culture.
Explanation: After the initial shock has passed, it is common for individuals to deny that the change will happen or is beneficial. They focus on the past, believing that the past situation was acceptable or better and change was not needed.
2. Right Answer: D
Explanation: D is the best response. The consultant needs to identify which figures to use when calculating the ROI. The consultant likely already has an idea of what training is needed based on the analysis. The best next step is to make several phone calls to see what kind of training is available, how much it costs, and whether the training outcomes match the organization's strategic business needs. A is incorrect. The programs being used by similar companies may not reflect the business needs of the company in question. Moreover, there is no assurance that the HR consultant will be able to get access to this data. B is incorrect. The consultant has already talked to every employee. The consultant may want to include the sales manager prior to making a decision on which training program to use, but there is no need to involve the entire sales team. C is incorrect. IT should not be providing advice on sales training. If the training required turns out to be a technological issue, it would be wise for the HR consultant to talk to the IT department to ensure that they can support the training.
3. Right Answer: A
Explanation: A is the best response. In order to get the support needed, the consultant should build the appropriate relationships early in the process and be completely transparent when sharing the benefits and risks of the changes. B is incorrect. No changes should be made prior to obtaining support from the key stakeholders. C is incorrect. The consultant should never be aggressive or defensive when proposing changes; rather, it is prudent to remain calm and welcome all feedback. D is incorrect. The consultant would need to be transparent about the risks of the changes, not just the benefits.
4. Right Answer: C
Explanation: C is the best answer, as it fits the SMARTER goals criteriaβspecific, measurable, attainable, relevant, timebound, evaluated, revised. A is incorrect, as goals need to be specific and measurable. B is incorrect, as goals need to be attainable and realistic. D is incorrect, as it doesn't fit the SMARTER goals criteria.
5. Right Answer: A
Explanation: A is the best response. It allows for reviewing the current practices of the organization but also for the building of relationships and creating a collaborative work environment. B is incorrect. It has no guarantee of success and asks for input from the company as a whole. C is incorrect, as it does not allow for any of the positives that can be gained from in-person meetings with current members of the organization. D is incorrect. Even though there is little time, the HR manager will still need to partner and collaborate with stakeholders in order to change the culture.
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