1. Which of the following reporting/analytics features of an HRIS provide high-level, real-time metrics that are configurable to user preferences and can be linked to essential organizational metrics?

A) Ad hoc reports
B) Standard reports
C) e-HR reports
D) Dashboards



2. Strategic Alignment of Resources An HR manager has been told by senior management that no new programs can be added this year. However, the department just received its third complaint related to a supervisor's lack of awareness about diversity. How can the manager best justify including a diversity training program in the business plan for the coming year?

A) Compare for management the cost of the program with possible avoided costs.
B) Don't list the program in the HR plan and fund it through other plan areas.
C) Make a management decision to include the program for compliance reasons.
D) Postpone this objective until the next business planning cycle.



3. Management tells HR that it should budget for an increase in the hiring rate in the upcoming year but that HR head count cannot increase. How will this affect the HR budget?

A) Since the head count will remain the same, the HR budget will remain the same.
B) The budget will be increased by the same percentage as the increase in the total workforce.
C) The budget for variable cost items will increase.
D) The budget for fixed-cost items will decrease.



4. How would an organization's use of zero-based budgeting affect the human resources budget?

A) The function's budget would see no growth in the upcoming period.
B) New projects must be postponed until the current projects are completed.
C) All expenditures must be justified, and HR must compete with other departments for funding.
D) Balances for continuing projects from the previous period are carried over.



5. Refer to the following scenario for the next 4 questions. The sales department of a company is in the midst of reorganization. An important factor in the decision to reorganize was the president's concern over lagging sales and missed targets for the past two years and a desire to restructure the compensation plan for this group. Once the reorganization was announced, the director of the sales group resigned. This gave the company the opportunity to restructure the leadership of this area, resulting in a new vice president (VP) of sales being hired, replacing the former one. As part of the new VP's onboarding, the HR director updates the VP on the sales reorganizing activities to date and on employee performance in the area. He also shares the proposed structural changes and indicates that the former VP sales leader may have shared these plans prematurely with the sales staff. The plans include possible staff reductions and ending unprofitable customer relationships. What recommendation should the HR director make to influence the VP to focus on the retention of key salespeople?

A) A. Develop a bonus system to align with the mission, vision, and core values of the organization.
B) B. Wait six to eight months to make any changes, while the VP investigates the issues with the sales team for herself.
C) C. Pay out retention bonuses to high-potential employees for a period of time.
D) D. Wait until employees express interest in leaving to come up with a plan for retention.