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SHRM SHRM-SCP - SHRM Senior Certified Professional

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Total 134 questions

An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.

Several employees are working on a critical assignment in another country, and senior leadership orders that they be notified immediately that they will be laid off. However, the site manager feels this will prevent the work from being completed and refuses to tell them. What should the HR director do?

A.

Warn the site manager of the consequences of not complying with a direct order from senior leadership.

B.

Schedule a video conference meeting with the employees to communicate the layoffs personally.

C.

Explain to the site manager that employees should be told now before they hear about the layoffs from others.

D.

Insist that the site manager develop a solution for completing the work despite the layoffs.

An HR director is preparing to meet with the company president because one of the top executives has been accused of gross misconduct. Which is the best recommendation the HR director can give the president to ensure a complete and credible investigation process?

A.

Engage a third-party resource to conduct the investigation.

B.

Follow the company's standard procedure for conducting investigations.

C.

Contact the appropriate governmental authority.

D.

Suggest the president speak with the executive before proceeding.

A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.

The regional government office has been slow to adopt new management approaches, which has made it difficult for the office to compete for top talent in the regional workforce. What should the HR director do to ensure buy-in from managers and executives regarding changes to the telework policy?

A.

Invite managers and executives to a meeting to discuss the office succession planning approach.

B.

Invite HR representatives from other organizations to talk about their strategies with office executives.

C.

Review exit interview surveys of employees who have left the company.

D.

Research telework best practices and their effect on engagement and retention.

An HR director is hired to address the executive team's concerns about negative workplace culture and its impact on financial performance. During an initial investigation the HR director discovers that the two division directors often fail to communicate with each other and their employees. Each division maintains separate workplace policies, and the workspaces for the divisions are spread out across multiple floors. For employee management, the director of the client services division is assisted by a small HR team. The director of operations does not work with the HR team and instead uses company funds to seek employee management advice from an executive coach, who has no official coaching training. The HR director suspects facilitating change at the company will be challenging because engagement data indicates many employees distrust the company’s leadership and HR.

Which action should the HR director take to improve the flow of information throughout the company?

A.

Ask the division directors to align the workplace policies across their divisions.

B.

Increase the company's social media presence by promoting employee participation.

C.

Develop a quarterly newsletter to share information about major company updates.

D.

Share information across multiple technology platforms to increase the likelihood that employees read the updates

An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.

What should the HR director do to ensure that there is a successful transfer of knowledge from the displaced employees to those who will be retained after the layoffs?

A.

Require the displaced employees to sign a contract that affirms that they will stay with the company during the transition.

B.

Tell the displaced employees that helping with the transition will provide more time to find a job while still receiving compensation.

C.

Explain to the displaced employees that they will be provided with a favorable reference in exchange for their cooperation.

D.

Tell the displaced employees that they will be offered training and job placement services if they help with the transition.

In one of the warehouses of a retail company, several international employees complain to HR that the warehouse manager has forbidden them from speaking in their native language in the workplace. The HR manager speaks with the warehouse manager, who says there have been several reports that the international employees only interact with each other and they have difficulty conversing with the local employees due to language barriers. The HR manager also learns that the international employees can speak the primary language used in the company well enough to understand instructions from their supervisors. Fortunately, there have been no incidents of safety issues where language has been a barrier between local and international employees. However, senior management believes there is a lack of rapport between local and international employees and instructs the HR manager to resolve the issue.

Senior management asks the HR manager to investigate whether other warehouse locations face similar issues between local and international employees. Which approach should the HR manager take to gather the most accurate information?

A.

Request that employees at all warehouse locations take a survey about their relationships with co-workers.

B.

Conduct a virtual focus group with a representative number of warehouse employees across the country.

C.

Review safety incident logs in warehouses with the most diversity in the languages spoken.

D.

Host a meeting for employees to publicly raise concerns about language barriers in the workplace.

At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.

Upon reviewing employee training records, the HR director finds that some managers disproportionately assign training and development opportunities to female employees over male employees. How should the HR director handle this?

A.

Check whether this practice has violated any local laws regarding gender discrimination.

B.

Remind those managers of the company policy that all employees must be afforded equal opportunities.

C.

Further evaluate the training records to figure out how many managers actually engage in this behavior.

D.

Interview managers who engage in this behavior to understand their criteria for assigning training.

After a compensation study, the HR director learns that newly hired nurses have been paid higher wages than incumbent nurses for the past three years. Which is a cause for internal pay compression?

A.

The market is flooded with highly qualified candidates for nursing positions.

B.

The company has not adjusted pay ranges in light of changes in the market.

C.

The company has not offered a cost-of-living increase recently.

D.

The company allows managers to make salary decisions independent of HR.

A rapidly growing technology start-up company with 200 employees forms a new team to handle recruitment for the company that is independent of the HR team. The recruitment team does not have any specific guidelines for hiring. The HR director wants to establish guidelines to prevent the theft of intellectual property and insists that the recruitment team begin conducting background checks to verify applicants' criminal histones. The recruitment director feels that background checks create unnecessary delays and that the multiple interviews used to make selection decisions serve the same purpose as a background check.

Despite the HR director’s insistence, the recruitment director continues to hire without conducting background checks. Which is the best action for the HR director to take to ensure that background checks are conducted?

A.

Ask a senior leader to mediate the disagreement and have the power to make the final decision.

B.

Meet with the recruitment director to discuss concerns and jointly develop ideas on how to find a compromise.

C.

Ask the recruiting director to conduct background checks on a trial basis to determine how disruptive they are to the process.

D.

Tell the recruitment director that HR will not process new hires unless that candidate has had a background check.

A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.

The manager is one of the office's top-performing employees with considerable influence over other employees' opinions about how the office is managed. What should the HR director do to prevent disruption to station operations while the flexible schedule policy is reviewed?

A.

Issue an office wide statement indicating that HR is reviewing the flexible schedule policy and may make revisions.

B.

Ask the manager to be patient while HR reviews the flexible schedule policy.

C.

Meet with the manager to explain the objective and timeline of the review process and ask for the manager's support in the interim.

D.

Conduct an onsite meeting with all employees at the broadcasting station to solicit input and discuss options and concerns.