1. While examining organizational restructuring options, the HR manager determines that several nontechnical positions could be eliminated by implementing an expensive software solution. Which action should the HR manager recommend to the VPO to decide if the software should be implemented?

A) A. Prepare a budget and staffing plan for the software implementation.
B) B. Estimate the cost of severance packages for affected employees.
C) C. Identify other positions to which the affected employees could be transferred.
D) D. Evaluate the cost savings that will be achieved by eliminating the positions



2. Refer to the following scenario for the next 3 questions. A technology company with two divisions located on opposite sides of a large country decides to consolidate operations to a single location to reduce costs. As a result, more than 3,000 employees will need to relocate across the country to the other location. Senior management knows that it will be very expensive to provide corporate relocation assistance to all of the affected employees but also wants to offer an incentive bonus to motivate employees to make the move. Management is confident that the mass relocation effort can be completed within nine months and tasks the HR department with the effort. The CEO is targeting a 60% take rate, meaning that six in ten employees must accept the company's relocation offer. Those who decline the offer will receive two weeks of severance pay at the end of the nine-month transition period. The CHRO asks the HR director to lead the relocation effort. Which is the most effective approach for the HR director to take to achieve the 60% acceptance target?

A) A. Develop and distribute an informational booklet with all of the details about the relocation incentives.
B) B. Announce that the company will donate $500 to the charity of the employee's choice if the employee relocates.
C) C. Ask employees already at the remaining location to visit the closing location to answer questions.
D) D. Identify relocation quotas for each position and offer bonuses to managers who meet their quotas.



3. What action should the HR director take regarding the positions of the employees who decline to relocate?

A) A. Allow those who decline to relocate to work remotely.
B) B. Contract with an employment agency to fill the positions.
C) C. Persuade these employees with additional relocation benefits.
D) D. Fill the positions with temporary employees for the time being.



4. The HR director has never coordinated relocation before and is unfamiliar with the options provided by vendors. Which approach should the HR director take to most effectively select a relocation vendor?

A) A. Ask other members of the HR department which vendors they have worked with previously.
B) B. Meet with leadership to develop a list of priorities to consider when choosing a relocation vendor.
C) C. Establish a committee of affected employees to assist in identifying a relocation vendor.
D) D. Choose the least expensive relocation vendor with the most favorable online reviews.



5. Change Management What is the best time to involve HR when a major internal workforce change is being introduced into an organization?

A) Only when specifically called upon by management to consult
B) After management's announcement and disclosure of the change
C) Once the change has been implemented and is fully operational
D) During initial management discussions of the proposed change