1. An HR manager tells a staff member how to deliver quality customer service to internal customers. Although the staff member paraphrases the coaching advice and seems to understand it, the manager still receives negative comments from other functions who work with the staff member. How could this communication be improved?

A) Repeat the message until the performance improves.
B) Confirm understanding by observing actual on-the-job performance.
C) Try writing out the directions for the staff member.
D) Ask the staff member directly about other issues affecting performance.



2. What is the key challenge in balancing stakeholder needs in a global organization?

A) Managing expectations of external stakeholders
B) Weighing short- and long-term goals
C) Solving ethical dilemmas between groups
D) Understanding cultural expectations of stakeholders



3. An agricultural equipment manufacturer has achieved international presence by buying smaller businesses in markets around the world. The local divisions have operated with little involvement and direction by the headquarters, but the manufacturer would now like to integrate its operations and products so that it could offer more products in each market and leverage its dispersed expertise. The CEO asks the VP HR for ideas on how to transition to this type of organization. What would be the best advice HR could suggest?

A) Invest in a cultural diversity training program for high-potential employees in the home office.
B) Train non-headquarters divisions in processes developed in and used by the home office.
C) Begin by initiating some small global projects with team members from different regions.
D) Transfer highly successful home office sales representatives to foreign divisions.



4. The leader of HR in a global organization is considering a group of headquarters managers for promotion to a position as regional director of HR. Which individual shows the most potential for developing a global mindset?

A) A manager who had a minor concentration in a foreign language in college.
B) A manager who interacts well with all levels of HR's internal customers and vendors.
C) A manager who has been with the organization longer than any of the other candidates.
D) A manager who is significantly younger than all of the other candidates.



5. Refer to the following scenario for the next 3 questions. The HR director's job at a mid-sized company has just moved from being a corporate-based position to a field-based position that covers a large geographic region. The regional manager in the HR director's region requests that the HR director join a conference call to discuss a pending termination. The HR director is unfamiliar with many of the acronyms used throughout the call. After the discussion, the regional manager states that the company must terminate the employee immediately. Based on the HR director's understanding of the call, he does not believe that the employee's actions warrant termination. Others on the call express mixed reactions to the termination suggestion. The regional manager then calls for a vote on the termination. What action should the HR director take first when asked to vote on the termination?

A) A. Ask the regional manager to clarify the unfamiliar acronyms.
B) B. Abstain from voting based on unfamiliarity with the situation.
C) C. Vote based on the information that was understood during the call.
D) D. Ask the regional manager to submit a rationale for the termination in writing.