1. Refer to the following scenario for the next 4 questions. The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO. The dismissed CEO was very likeable and outgoing. He engaged and interacted often with many front-line employees and supervisors when visiting global locations. Before his departure, he had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback. The interim CEO is quite the opposite of the previous CEO, very shy and introverted but brilliant and innovative in creating strategy. Though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO's leadership. Which action should the CHRO take first in response to workforce concerns regarding the sudden departure of the CEO?

A) A. Voice support for the interim CEO and ask the workforce to send welcome notes.
B) B. Ask the board of directors for qualifications and specifications of the new CEO.
C) C. Create a communication plan with the interim CEO that addresses employee concerns.
D) D. Craft a CEO candidate profile and job description for use in recruiting efforts.



2. Which action should the CHRO take to best support the interim CEO?

A) A. Create an onboarding plan outlining new responsibilities being assumed.
B) B. Suggest that the interim CEO start traveling and interacting with employees.
C) C. Hire an external coach to help the interim CEO integrate into his new role.
D) D. Request that the board of directors establish expectations of the interim CEO.



3. How should the CHRO respond to the interim CEO's direction to suspend the employee engagement survey?

A) A. Ignore the interim CEO's direction and continue with the survey as planned.
B) B. Follow the interim CEO's direction without meeting or discussing the issue.
C) C. Meet with the interim CEO to discuss concerns about employee engagement.
D) D. Meet with the board of directors and raise the issue, asking for resolution.



4. The CHRO has received numerous e-mails from employees about positive interactions with the interim CEO. How should the CHRO handle these e-mails?

A) A. Forward the e-mails with a note to the interim CEO.
B) B. Ask employees to e-mail the interim CEO directly.
C) C. Disregard the feedback as irrelevant for an interim CEO.
D) D. Send a compilation of feedback anonymously.



5. A new vice president of HR?ÿwants to establish a culture in HR that encourages upward communication to HR leadership. After a recent staff meeting, the vice president invites several managers to discuss their observations of the meeting. What additional step would be helpful in creating the desired communication culture?

A) Send an e-mail to HR members who were not included in the feedback session.
B) Make the feedback session a permanent feature of staff meetings.
C) Follow up with the managers so that they can see the impact of their comments.
D) Deal with the managers' criticisms of the meeting promptly and clearly.