1. Refer to the following scenario for the next 3 questions. A new HR director with a manufacturing firm is completing a new-hire rotational training program. The director spends six months in three departments: manufacturing, finance, and facility services. During the rotation, the HR director works closely with the leadership team in each department to complete a recruiting needs assessment. During the finance rotation, the HR director learns that the finance director has a close working relationship with a recruiting firm in which the owner is a former employee with significant knowledge of the organization. However, the current time-to-fill ratio and turnaround time for the firm are below average. The HR director carefully reviews the current recruiting strategies and decides to begin a search for a primary vendor partner for recruitment services. The HR director sets a goal to present a list of finalists with a final recommendation at the next quarterly executive leadership meeting. With the decision made to begin a search for a new primary vendor partner for recruitment services, which next step should the HR director take?
A) A. Solicit recommendations from each department lead to compile a final list based upon the needs in each department. B) B. Develop a survey for hiring managers to capture feedback on their satisfaction with current recruiting vendors. C) C. Partner with the department leads to design a request for proposal (RFP) to send to potential recruiting vendors. D) D. Compile a list of all current recruiting partners used across all departments and request rankings from department leads.
2. How should the HR director?ÿaddress the finance director's close working relationship with the low-performing recruiting firm?
A) A. Eliminate the recruiting firm from the final list, as their performance is below average. B) B. Inform the director that the selection will be based primarily on performance metrics. C) C. Ask the director to present a rationale for why the firm should be selected. D) D. Meet with the director to discuss the selection criteria and performance of the firm.
3. What data should the HR director present at the meeting to best support the selection of a new primary recruiting vendor?
A) A. Pros and cons of partnership with each of three finalists, along with the final recommendation B) B. Strategic objectives and criteria along with a summary of each vendor's capabilities and ability to fulfill needs C) C. Data collected during the needs assessment, with input from each department lead on the importance of each need D) D. Outline of the RFP responses from each of three finalists, with a summary to support the final selection
4. A vice president (VP) of HR is new to the organization. Which action would be best for her to take?ÿduring the first few weeks?
A) Be quiet and just try to learn by watching what others do. B) Prepare a critical analysis of the previous HR strategic plan to discuss with senior management. C) Ask other members of the senior management team out for lunch and a chat. D) Quickly assemble a proposal for?ÿa strategic initiative to establish her reputation.
5. Influencing An HR manager leads a team charged with revising job descriptions. Each meeting ends in disagreements. No progress is being made toward the looming deadline. What type of power should the HR manager use in this situation?
A) Collaborative B) Referent C) Legitimate?ÿ D) Coercive
1. Right Answer: C Explanation: You can write comment
2. Right Answer: D Explanation: You can write comment
3. Right Answer: B Explanation: You can write comment
4. Right Answer: C Explanation: You can write comment
5. Right Answer: C Explanation: You can write comment
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