1. Data Measurement Tools A new CEO of a food products company asks the vice president of HR in a meeting, ƒ??On average, what does a food scientist make here?ƒ? The company is large, with operations in different locations with different market rates. Many of the operations were acquired, and their staffs have more tenure. How should the vice president handle this question?

A) Provide the average signing salary for new scientists for the past year.
B) Provide a weighted average that accounts for location and longevity.?ÿ
C) Identify an industry average. This will serve the CEOƒ??s needs.
D) Calculate a simple average of salaries for scientists at all levels and in all locations.



2. For a specific job description, an industry wage survey shows a minimum salary of $50,000 and a maximum salary of $70,000. The head of HR calculates that the median salary for that position in her organization is $58,000. How does this organization compare with its industry competitors in this job description?

A) It lags the competition.
B) It leads the competition.
C) This is not a helpful benchmark.
D) The median salary should not be used for this purpose.



3. Refer to the following scenario for the next 3 questions. A small international cruise line recently hired a new HR director. The HR director will be responsible for supporting 500 crew members representing more than 50 nationalities. In one week, the ship sets sail with stops at ports of call in many different countries and jurisdictions around the world. When the HR director reports to station for the first day on the job, he receives a phone call from the captain, who asks about the plan to ensure that the diverse crew maintains a high-quality guest experience throughout the cruise season. Before he can answer, the captain requests a report within the next two weeks outlining how the HR director will add value to the bottom line through effective people management strategies. What is the most effective course of action for the newly hired HR director to pursue to ensure that the captain's deadline is met?

A) A. Prepare a business case, recommending strategies that were effective in the HR director's former place of employment.
B) B. Consult with the cruise line's guest relations officer to exchange ideas regarding industry best practices.
C) C. Meet with supervisors of the dining and housekeeping staff to learn how they motivate members of their staff.
D) D. Review crew contracts to determine which financial incentives are in place to support a customer service orientation.



4. Three days after the beginning of a cruise, a stomach virus breaks out, and 20% of the crew is unable to perform their duties. The cruise line doctor says symptoms will last between 36 and 48 hours. Which action should the HR director take first to ensure that guest satisfaction remains high?

A) A. Meet with all staff to review quality standards and ask them to re-commit to customer service excellence.
B) B. Ask the chief safety officer to hold an all-hands staff briefing on procedures for minimizing virus transmission.
C) C. Scale back on some of the guest activities so that the remaining activities are adequately staffed.
D) D. Research local entertainment options that could be brought aboard the ship to keep guests distracted.



5. After the first cruise, the VP of corporate HR asks the HR director for an analysis of how effective the cruise line's global recruiting vendor was in terms of providing appropriate crew talent. How should the HR director approach this analysis?

A) A. Analyze turnover rates of crew members supplied by this vendor for the past five years.
B) B. Review customer satisfaction ratings to determine if guests gave the crew positive evaluations.
C) C. Review crew personnel files to determine the number of disciplinary actions taken during the cruise.
D) D. Survey the department supervisors to find out if they were happy with the crew quality during the cruise.