SHRM-SCP Competence Questions - Part 35

1. Due to changing customer needs, a company plans to cut 60% of its capacity and invest heavily in leading-edge technology. This will mean a major realignment of procedures, which will affect over 75% of employees. How can management ensure acceptance of these changes?

A) Involve employees in creating the solutions needed.
B) Ensure that the organization's core values and behaviors remain stable.
C) Require that all managers agree with the company's value system.
D) Provide the company's mission statement to all employees.



2. A company is ready to begin a major change initiative. Which is the most important role HR can play?

A) Assuming responsibility and accountability for implementing the change
B) Ensuring regular and ongoing communication with employees
C) Counseling people who are upset by the change
D) Questioning whether the change is actually needed



3. Refer to the following scenario for the next 4 questions. Due to a lack of organizational success and productivity, various funding agencies have decided to apply pressure to an organization's?ÿCEO by reducing the organization's budget.?ÿThe funding agencies?ÿhope?ÿthat the CEO will use this as an opportunity to evaluate the organization's overall structure, operating model, and finances. Due to the budget cuts, the CEO has decided to reduce the overall workforce. The CEO requests that the recently hired HR director work with the head of each department to devise a plan to reduce its personnel costs by 10% within a 30-day time frame. The new HR director meets with the head of each department and studies the culture of the organization. During these meetings, it immediately becomes apparent that performance metrics are lax and that the skill sets of the workforce are severely outdated. The workforce's average length of employment is seven years, and almost 60% of the workforce has made no effort to obtain any certifications or degrees beyond what they carried at the start of their employment. The work environment is unprofessional; employees operate more as a family and were mostly hired based on existing personal relationships. The new HR director learns that attempts at changes by predecessors were futile because of the personal relationships between department heads and?ÿemployees. In fact, the department heads have a history of sabotaging previous HR directors' attempts at change. What is the first step the new HR director should take after discovering the issues that are affecting the organization?

A) A. Proactively take charge and unilaterally make the necessary changes.
B) B. Present the issues to the CEO and provide solutions on how to best move forward.
C) C. Ask the head of each department to present the issues to the CEO.
D) D. Empower the heads of the departments to unilaterally select which employees should be eliminated based on their personal opinions.



4. What should the HR director propose to fix the weak performance metrics and standards?

A) A. Partner only with the CEO, revaluate what the organization's mission is, and build strong performance metrics that are properly aligned with the organization's goals.
B) B. Partner with the head of each department and work with only them on developing metrics.
C) C. Partner with CEO and the head of each department to create strong performance metrics that are aligned with the organization's mission.
D) D. Analyze the company's mission and independently create strong performance metrics.



5. How should the HR director present the skills gap issue to the CEO?

A) A. Present the CEO with qualitative data that illustrates the issue.
B) B. Present the CEO with actual data that illustrates where there is a gap.
C) C. Analyze the company's mission?ÿcompared?ÿto the skills possessed by the company's workforce, and then provide solutions to the CEO.
D) D. Present the process of determining how to analyze the gap in the skill sets of the workforce.