1. As part of a larger project on pay structure, an HR head directs a team to update job descriptions by observing and interviewing employees. The manager in charge of finalizing the job descriptions reports that he cannot finalize the descriptions because the data for any one individual position varies so much. What is the likely problem?

A) The sample size chosen for observation was not large enough.
B) Employees were not performing in the usual manner because they were being observed.
C) The period of time allocated for observation was not long enough.
D) Results are not reliable, because data was gathered in an inconsistent manner.



2. Refer to the following scenario for the next 4 questions. A global health-care organization is in the midst of acquiring a struggling division from a competitor. It has hired a new senior vice president of HR (SVP). After the acquisition is completed, the SVP faces issues with the HR organizations in both entities. They range from conflicting priorities and a lack of consistent management direction to a lack of commitment to providing quality service to HR clients. There are no standards or metrics in place, and feedback and reporting mechanisms are antiquated. The results are a frequent need for corrections, complaints of poor service?ÿfrom internal clients, disengaged staff, and loss of institutional knowledge through high attrition. The SVP addresses her concerns with the HR leadership team. They respond that they do not have the tools to adequately respond to the organization's needs. They also believe that turnover is not an issue but rather that it is healthy because it introduces a fresh perspective into the HR organization. Nevertheless, the team agrees to implement an engagement survey for the HR organization. The survey is supported by executive management and, if successful, could be the basis for an organization-wide effort. The SVP feels that she is making progress with her leadership team until a member advises her that a team member is undermining her efforts because he felt he should have received the SVP position himself. Which course of action should the SVP and her team start with to produce results?

A) A. Create a business case to offer pay increases to key employees to entice them to stay.
B) B. Review exit interviews to determine what issues need to be addressed, and create a plan to address the issues.
C) C. Implement an employee engagement and satisfaction survey that is used by similar companies in similar situations.
D) D. Define what employee engagement and commitment mean for the newly merged organization to form a basis for future actions



3. The SVP weighs the needs of her staff against the need to stabilize and advance the HR function in the merged organization. Which step should she take first to resolve the differences in how they view the issues?

A) A. Show leadership by moving forward with her approach and focus on providing her direct reports with evidence of the merits of an engagement strategy.
B) B. Educate HR leadership on how engagement influences outcomes and work with her direct reports to develop a business case for an HR-focused engagement strategy.
C) C. Wait four to six months before she makes any recommendations so that she does not appear to be autocratic or too aggressive.
D) D. Give in to the HR team and their suggestions as a show of confidence and to establish her role as a mediator.



4. The success of an engagement survey will depend on receiving sincere responses. Which steps should the SVP take to communicate the importance of the survey to the broader HR team?

A) A. Select a direct report to lead the communication plan with volunteers from the broader HR team.
B) B. Send out a link to the survey via e-mail and include a message explaining the approach.
C) C. Solicit help from the marketing and public relations team to create the communication plan.
D) D. Lead the design and development of the communication plan in isolation from the rest of the team.



5. The SVP confirms that there is a direct report who is attempting to undermine her. Which approach should the SVP take to address the issue with him?

A) A. Privately explain how cooperation, not discord, and a mutual learning opportunity will benefit them both.
B) B. Generally discuss the need for teamwork at the next meeting with her direct reports.
C) C. To demonstrate leadership and willingness to act decisively, terminate the direct report for cause.
D) D. Place the direct report on a performance improvement plan to correct offensive behavior effective immediately.