1. How should the consultant respond to the HR manager's offer regarding changes to the report?

A) A. Disregard the offer and suggestion of referral for cooperation, not mentioning it to anyone else.
B) B. Decline the offer, saying that it would be unethical, and report it to the CEO and his supervisor.
C) C. Delay a response and then take active steps to avoid a direct confrontation with the manager.
D) D. Accept the offer, since the referrals will help the consultant and the management consulting company.



2. How should the consultant's manager respond to the CEO's complaint about the consultant's proficiency?

A) A. Respond that the organization hires highly trained professionals who are selected and hired based on high quality standards.
B) B. State that she understands the CEO's frustration and the company will do everything to ensure that the customer's needs are met.
C) C. Question the CEO closely on her issues, and summarize her understanding of the specifics of the complaint before taking action.
D) D. End the conversation quickly, advising that she will look into the issues further and speak with the consultant before taking action.



3. Workplace Communications A new HR director is told that the staff has always met weekly to review progress on assignments. At the first meeting, the new director notes that many staff members are barely paying attention and are reviewing e-mail on their phones. What should the HR director do?

A) Assign a member to take notes and send a summary to the staff after the meeting.
B) Seek guidance from a mentor about how to make the meetings more engaging.
C) Cancel the regular meetings.
D) Publish an agenda before each meeting



4. An HR initiative to enhance workforce management planning?ÿis well into the implementation phase. Some team members are located at headquarters, but others are officed in facilities in different parts of the country and in different time zones. Because some team members are remote, the vice president (VP) of HR relies on weekly check-in meetings. The VP senses?ÿthat these?ÿmeetings are not as productive as they should be. Key information is not being shared. Staff brings issues directly to the VP rather than leveraging the collective expertise of the team. What should the VP of HR do?

A) Use face-to-face meetings and schedule every other meeting?ÿat a different remote facility.
B) Form a task force of headquarters team members to brainstorm ways to improve communication.
C) Make the next meeting a 'meeting on meetings' to identify possible issues and solutions.
D) Suspend the meetings and state that all team communications should be sent by e-mail to the entire team.



5. A global HR team meets every two weeks via telephone conference calls. They supplement this communication with team and individual e-mails. The team has had many problems and conflicts that can be attributed to miscommunication. What might help the team leader reduce the number of these issues?

A) Replacing conference calls with videoconferences
B) Sending a memo focusing on the need for better collaboration
C) Switching from e-mailed documents to an HR team portal
D) Setting up meeting ground rules to restrict conflicts to offline discussions