1. What should the HR director do to build credibility and trust with the HR staff members?

A) A. Share expertise and experiences with HR staff members whenever they ask for support with their daily assignments and tasks.
B) B. Invite HR staff members to attend external networking events for HR professionals to expand their career options.
C) C. Schedule meetings with HR staff members to learn more about their daily assignments and tasks and how they support the HR department's goals.
D) D. Distribute a summary of the company's ethics policy to HR staff members and invite their comments and feedback.



2. What should the HR director do to ensure that the company's code of conduct policy is adhered to consistently by all company employees?

A) A. Ask the CHRO to openly discuss the practice of earning incentive rewards on purchases covered by company expenses.
B) B. Confidentially discuss the practice of earning incentive rewards on company purchases with individual HR staff members.
C) C. Convene focus groups with a random sample of employees to review and discuss the company's code of conduct policy.
D) D. Conduct unscheduled audits throughout the company to identify employees who have violated the rules for expense reporting.



3. The company budget for professional development is minimal, which is why the CHRO voluntarily provides coaching. What should the HR director do to persuade the company's executive team to increase professional development investment?

A) A. Schedule a meeting with the CEO to discuss the executive team's priorities and goals for professional development.
B) B. Hire a third-party consultant to provide recommendations to the executive team on effective professional development policies.
C) C. Convene a task force composed of HR staff to evaluate how employees are being developed across the company.
D) D. Schedule a meeting with the CEO to design and develop a leadership development university for the entire organization



4. During a performance review meeting, an HR staff member asks her manager for help making contacts with peers in other departments. How should the manager respond?

A) Tell her to focus on developing a network within the HR department and profession.
B) Advise the staff member that relationship management is a skill she must develop on her own.
C) Tell the staff member that this is an inappropriate goal for this stage of her career.
D) Work with colleagues in other functions to find suitable contacts for the staff member.



5. What advice can you give to a new HR manager who is a bit of an introvert but wants to improve his networking skills?

A) Socialize primarily within your area of expertise by getting contacts from the people you work with.
B) Spend time socializing with many other persons and avoid discussing areas of your special expertise.
C) Determine the types of needs you will encounter in the next few months and seek out people who can fill those needs.
D) Get outside your comfort zone and talk with non-team members and people who hold both higher and lower positions in the organization.