1. Which action should the VP of HR take to develop performance metrics to measure the effectiveness of the diversity and inclusion strategy?

A) A. Present a proposal to the organization's board of directors, as there is no need for in-depth research.
B) B. Create performance metrics based on internal company data and external benchmarks.
C) C. Research what the general standards are in order to avoid any negative attention.
D) D. Analyze internal data and metrics that were previously used by the company.



2. A. Develop a comprehensive business case to elicit support from senior leadership and other key stakeholders. B. Seek advice from legal counsel to advance the strategy from a compliance perspective. C. Advance a diversity and inclusion strategy by eliciting only board support for the proposed strategy. D. Delegate the responsibility for developing the diversity and inclusion strategy to the HR director. A is the best response. It represents the most comprehensive, strategic approach to advancing a diversity and inclusion strategy in the organization. B is incorrect. It fails to recognize the leadership responsibility of the VP of HR to develop and promote a diversity and inclusion strategy. C is incorrect. Support should be elicited from all stakeholders, not just the board. D is incorrect. The diversity and inclusion strategy needs to be developed and advanced at the highest level of the organization to gain attention and support for its advancement. Which is the best rationale the VP of HR should share with organizational leaders to encourage them to support the creation of a diversity council?

A) A. A diversity council plays a strategic role, since it's a voluntary group of employees who share a particular diversity dimension.
B) B. A diversity council ensures alignment with the organization's core business strategies, identifies obstacles, enhances communication, and recommends actions.
C) C. A diversity council complies with legislated mandates; otherwise, it has no real strategic role.
D) D. A diversity council's only responsibility is to set priorities for a diversity and inclusion initiative.



3. In Maslow's hierarchy of needs, how are the needs of self-actualization exemplified?

A) Training, recognition, high status, increased responsibilities
B) Interactions with work groups, clients, coworkers, supervisors
C) Working conditions, employment, security, pay and benefits
D) Opportunities for development, problem solving, and creativity



4. What is the most accurate statement about motivating employees?

A) Individual motivators can vary among individuals.
B) Team members from different generations will not be motivated by the same rewards.
C) Followers are most motivated by a self-confident leader.
D) Motivation will not sustain performance over time.



5. Refer to the following scenario for the next 3 questions. Over the past 12 months, a global hotel franchise has been experiencing steady, significant growth, and it needs to hire many more employees at all levels. The executive leadership team asks the HR department to transition into a strategic business partner role to ensure that the franchise can meet current and future demands. However, some senior managers in the franchise believe that HR should focus only on administration of traditional HR activities such as recruiting, payroll, and benefits, and these managers refuse to include HR in business conversations. As a result, many HR staff have adopted a strict policy enforcement role that has only made it more difficult for the HR department to make the transition. An HR manager is tasked with identifying ways to expand the role of the HR function in the organization and aligning it with business strategy. The HR manager is also charged with presenting an HR transformation plan to the executive leadership team. Which action should the HR manager take to identify opportunities for the HR department to expand its role in the company?

A) A. Submit a proposal to the executive leadership team to increase the total HR budget.
B) B. Invite senior managers to participate in a team-building exercise with HR staff members.
C) C. Meet with senior managers to discuss ways the HR department can improve its services.
D) D. Hire an outside consultant to review and suggest improvements to HR services.