1. After the training takes place, how should the CHRO measure it to best demonstrate its impact on sales and the organization?

A) A. By quantifying behavioral changes, as these are the easiest and fastest of Kirkpatrick's measures to use
B) B. By assessing learning, to know what the salespeople are doing differently as a result of the training
C) C. By gauging the sales team's reaction to the training and providing this feedback to the CEO
D) D. By measuring quarterly sales results, because this is the most valuable of all training measures



2. An HR manager wants to alert the HR director about a potentially serious employee complaint. Since the HR director is always busy and it is hard to find a private moment to discuss the issue, the manager sends an e-mail. What is the likely outcome?

A) The HR director will not receive this crucial information about an organizational risk.
B) The HR director will be able to move quickly to manage potential risks to the employer and employees.
C) The HR director will ask the manager why the manager has not already investigated and addressed the issue.
D) The HR director will not appreciate that the manager has communicated the issue in a way that can be documented.



3. In the sender-receiver communications model, what is it called when things get in the way of the communication exchange?

A) Lack of attention
B) Poor listening
C) Noise
D) Blocking



4. An HR manager takes a subordinate to lunch in the company cafeteria to discuss ways to improve the subordinate's performance. How could this communication have been improved?

A) Soften the message by focusing on positive performance first.
B) Choose a more private and quiet setting.
C) Have the employee paraphrase the manager's performance comments.
D) Use a written summary instead of an oral discussion.



5. Refer to the following scenario for the next 4?ÿquestions. A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with?ÿevaluating?ÿdifferent systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists. The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement.?ÿDisagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration.?ÿAs the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision. The HR manager is?ÿuncertain about how to represent HR's needs on the committee. What should?ÿthe manager do?

A) A. Ask HR colleagues in other organizations what features they think are needed.
B) B. Defer to the technical expertise of the IT members of the committee.
C) C. Meet with members of the HR team who will use the system.
D) D. Confer offline with several of the vendors to become more proficient in the issues.