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SHRM-CP WORKPLACE Questions - Part 11
1. Which best describes the impact of having senior leaders directly involved in a diversity council?
A) Being a catalyst for change that aligns functions and responsibilities and creates greater commitment, efficiency, effectiveness, and productivity
B) Replacing the need for a diversity strategy and using the employee resource group to be the stakeholders' voice
C) Mandating that each functional area and location in the organization be represented in the employee resource group
D) Ensuring that internal and external stakeholders each have their own view and plan relating to a diversity and inclusion strategy
2. In order to further its diversity and inclusion initiative, an organization wants to help its employee resource groups (ERGs) succeed. Which role should HR take?
A) Encouraging ERGs to operate independent of the organization
B) Supporting the establishment of ERG-focused programs
C) Assigning each new employee to the appropriate ERG
D) Assuming a leadership position in each ERG
3. Which of the following is considered a criterion for effective employee resource groups (ERGs) as established by DiversityInc.?
A) The group has a formal charter.
B) The leader of the group is the CEO or a direct report to the CEO.
C) The group sets and signs off on metrics and goals.
D) Group members serve as formal mentors.
4. Which describes the most critical role of a diversity council?
A) Coordinating the efforts of the organization's various employee resource groups
B) Ensuring the involvement of upper management in the diversity initiative
C) Establishing goals and programs for the diversity and inclusion initiative
D) Overseeing strategic alliances with outside organizations dedicated to diversity issues
5. How should an HR professional make a strong business case for incorporating a diversity and inclusion strategy in an organization?
A) By proving that it has the support of shareholders and other key stakeholders
B) By connecting individual components to specific competitive advantages
C) By linking it directly to the organization's mission, vision, and business objectives
D) By demonstrating its short-term and long-range cost-effectiveness
A) Being a catalyst for change that aligns functions and responsibilities and creates greater commitment, efficiency, effectiveness, and productivity
B) Replacing the need for a diversity strategy and using the employee resource group to be the stakeholders' voice
C) Mandating that each functional area and location in the organization be represented in the employee resource group
D) Ensuring that internal and external stakeholders each have their own view and plan relating to a diversity and inclusion strategy
2. In order to further its diversity and inclusion initiative, an organization wants to help its employee resource groups (ERGs) succeed. Which role should HR take?
A) Encouraging ERGs to operate independent of the organization
B) Supporting the establishment of ERG-focused programs
C) Assigning each new employee to the appropriate ERG
D) Assuming a leadership position in each ERG
3. Which of the following is considered a criterion for effective employee resource groups (ERGs) as established by DiversityInc.?
A) The group has a formal charter.
B) The leader of the group is the CEO or a direct report to the CEO.
C) The group sets and signs off on metrics and goals.
D) Group members serve as formal mentors.
4. Which describes the most critical role of a diversity council?
A) Coordinating the efforts of the organization's various employee resource groups
B) Ensuring the involvement of upper management in the diversity initiative
C) Establishing goals and programs for the diversity and inclusion initiative
D) Overseeing strategic alliances with outside organizations dedicated to diversity issues
5. How should an HR professional make a strong business case for incorporating a diversity and inclusion strategy in an organization?
A) By proving that it has the support of shareholders and other key stakeholders
B) By connecting individual components to specific competitive advantages
C) By linking it directly to the organization's mission, vision, and business objectives
D) By demonstrating its short-term and long-range cost-effectiveness
1. Right Answer: A
Explanation: Direct involvement of upper management is critical in order for an effective diversity and inclusion strategy to take hold. Leaders are able to leverage internal and external resources across the organization, throughout business units, to customers and the community, resulting in an attractive and competitive organization. There is no single council structure. Some organizations prefer a council with representation from all employee levels and functions; others opt for an executive council consisting entirely of upper management personnel. The relationship with ERGs or other advisory groups may vary as well.
2. Right Answer: B
Explanation: ERGs and their parent organizations can serve as resources for one another, and the parent organization can provide support and expertise. But a critical element of ERGs is that they are self-selecting. By joining an ERG, an employee chooses to focus on one of many diversity dimensions that comprise his or her identity or interests. By the same token, organizational sponsorship, rather than leadership, is the appropriate role.
3. Right Answer: A
Explanation: DiversityInc. recommends formal charters for ERGs. The other options refer to criteria for effective diversity councils, not ERGs.
4. Right Answer: C
Explanation: There must be a designated group whose sole responsibility is to guide, oversee, and champion the organization's diversity and inclusion initiative. That is the role of the diversity council, which serves as the nexus of the initiative. It establishes the vision, goals, and programs, and it collects information and analyzes outcomes.
5. Right Answer: C
Explanation: Diversity and inclusion can gain commitment at an organization's highest level only if their ability to play a critical role in achieving core business goals can be demonstrated. A diversity and inclusion advocate must delve beyond general truths about the benefits of diversity to create a business case linked specifically to the organization's unique mission, vision, and business objectives.
Explanation: Direct involvement of upper management is critical in order for an effective diversity and inclusion strategy to take hold. Leaders are able to leverage internal and external resources across the organization, throughout business units, to customers and the community, resulting in an attractive and competitive organization. There is no single council structure. Some organizations prefer a council with representation from all employee levels and functions; others opt for an executive council consisting entirely of upper management personnel. The relationship with ERGs or other advisory groups may vary as well.
2. Right Answer: B
Explanation: ERGs and their parent organizations can serve as resources for one another, and the parent organization can provide support and expertise. But a critical element of ERGs is that they are self-selecting. By joining an ERG, an employee chooses to focus on one of many diversity dimensions that comprise his or her identity or interests. By the same token, organizational sponsorship, rather than leadership, is the appropriate role.
3. Right Answer: A
Explanation: DiversityInc. recommends formal charters for ERGs. The other options refer to criteria for effective diversity councils, not ERGs.
4. Right Answer: C
Explanation: There must be a designated group whose sole responsibility is to guide, oversee, and champion the organization's diversity and inclusion initiative. That is the role of the diversity council, which serves as the nexus of the initiative. It establishes the vision, goals, and programs, and it collects information and analyzes outcomes.
5. Right Answer: C
Explanation: Diversity and inclusion can gain commitment at an organization's highest level only if their ability to play a critical role in achieving core business goals can be demonstrated. A diversity and inclusion advocate must delve beyond general truths about the benefits of diversity to create a business case linked specifically to the organization's unique mission, vision, and business objectives.
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