SHRM-CP | Post Test
How has the sustainability movement changed organizations' relations with their stakeholders? A broader range of stakeholders is now considered, allowing for a more active role in shaping policies and goals. Customers are now considered as stakeholders in addition to shareholders, and there is more focus more on providing them value. The focus has shifted from internal to external stakeholders, and stakeholder value is defined more broadly. Organizations focus on fewer key stakeholders but give those few more input on strategic decisions.
A broader range of stakeholders is now considered, allowing for a more active role in shaping policies and goals. Sustainability has expanded both who the significant stakeholders are and how the organization interacts with them. Instead of just those with a direct financial stake in the organization, stakeholders now also include those affecting or affected by an organization's social and environmental value. Sustainability also expands the ways in which the organization interacts with its stakeholders, who now play a more active role in helping it define and implement everything from individual projects to larger corporate social responsibility strategy and goals.
Which best demonstrates the development phase of the employee life cycle? The employee gains access to information and tools required for the job and settles into the position. The employer-employee relationship is initiated when the employee begins onboarding and orientation. A high-potential employee is promoted to a leadership position and begins training her replacement. A manager and an employee are working together to develop objectives and goals for the employee to attain.
A manager and an employee are working together to develop objectives and goals for the employee to attain. With the development phase, HR and management typically work collaboratively with the employee to develop performance objectives and goals in conjunction with performance evaluation. The other choices are from the recruitment, integration, and transition phases of the life cycle.
Which solution would best resolve a growing problem with absenteeism? Focusing on results, not behaviors, of employees Using focus groups to determine root problems Administering the organization's attendance policy consistently Using strong disciplinary procedures that result in termination
Administering the organization's attendance policy consistently Administration of the attendance policy will remind employees that absenteeism is not acceptable. Applying the policy consistently will be evidence that the organization holds each employee to the same standard. Focus groups are not an effective forum in which to discuss noncompliance with basic attendance policies. Although it is important to focus on results, results are not always visible and do not replace the need for a consistent attendance policy.
Which federal law or regulation has the largest jurisdiction as it relates to the number of employers required to follow its provisions? Vietnam Era Veterans Readjustment Assistance Act Rehabilitation Act Age Discrimination in Employment Act Executive Order 11246
Age Discrimination in Employment Act The Age Discrimination in Employment Act of 1967 prohibits discrimination in employment for persons age 40 and over. Executive orders are issued by the president of the United States to provide direction to government departments on specific issues. The Vietnam Era Veterans Readjustment Assistance Act of 1974 and the Rehabilitation Act of 1973 apply only to the federal government and federal contractors.
Which should be the first step in creating an organization's philanthropic strategy as part of its corporate social responsibility (CSR) strategy? Creating a policy for employee involvement resulting in employee satisfaction Aligning philanthropic activities with strategy and values Establishing contacts with local agencies to provide support to Identifying worthy social programs for employees to participate in
Aligning philanthropic activities with strategy and values The first step in creating the philanthropic component of a CSR strategy is to align its focus with the organization's own business strategy, goals, and values. The identification of projects can proceed from this alignment. The projects can be social as well as environmental and can be directed internally (e.g., reducing waste) as well as externally (e.g., tutoring students). Networking with external contacts and policy creation will follow the initial alignment of the organization's and CSR strategy's goals.
In a growth-share analysis, which would be considered a question mark? Business in the star quadrant with small market share decline Proven product line with stagnant market share position Product line and market that will be obsolete within a year Business line with steady growth in new market segment
Business line with steady growth in new market segment A question mark in the growth-share matrix may be a winner or a loser with an unclear future. As this business line is showing growth in a new market, it would be a question mark. There is an uncertain future in the new market.
What is the difference between career management and career planning? Career management focuses on the organization's needs; career planning focuses on the individual's needs. Career management assumes that employees are responsible for their careers; career planning assumes that the company is responsible. Career management is based on communication between managers and employees; career planning involves only the employee. Career management assesses career paths; career planning focuses on building a pool of qualified workers.
Career management focuses on the organization's needs; career planning focuses on the individual's needs. Career management focuses on the organization and concerns itself with identifying future staffing needs, matching organizational needs with individual abilities, and designing appropriate career development programs and paths. Career planning focuses on the individual, who assesses personal abilities and interests, evaluates career paths, and plans personal career goals.
Which initial step should an HR director recommend to best support a global pay-for-performance initiative? Formal 360-degree and multisource feedback Clear, meaningful, and challenging goal setting Periodic intervals of one-on-one coaching Individual year-end performance appraisals
Clear, meaningful, and challenging goal setting As part of an effective performance management system, setting clear, meaningful, and challenging performance expectations is critical. This aligns individual performance expectations with organizational values and goals. The organization's pay program needs to support the performance management system.
Which characteristic describes an effective professional network? Comprised of a limited number of internal and external contacts in the HR profession Focused on experts with formal organizational relationships to the network builder Composed of internal and external members at different levels and in different roles Respected members of the HR profession who can serve an immediate purpose
Composed of internal and external members at different levels and in different roles An effective professional network can include members from one's own organization as well as outside the organization. They may be HR professionals, but they may come from other disciplines. They can be above or below the network builder's own organizational level. They can contribute value to the network builder, and they can receive value.
Which factors provide the best basis for determining future global staffing requirements? Staffing projections based on past experience Combined average of individual country projections Corporate and HR strategic plans Current experience with staffing requirements
Corporate and HR strategic plans A common mistake is to weight past and current experience too heavily when forecasting future requirements. All of the items listed may be useful for predicting staffing requirements, but it is best to start with the requirements specified in the HR and corporate strategic plans, perhaps adjusting projections to reflect reasonable assumptions about how the environment may change. This will help ensure the alignment of staffing plans with corporate and HR strategy.
Which recruitment metric can help to assess the economic value of filling an open position? Human capital return on investment Key talent retention Cost per hire Success ratio
Cost per hire The cost per hire metric provides an approach for accurately calculating the cost of locating, recruiting, and hiring talent that all organizations can apply.
An HR manager leads a three-person team that is designing new audit processes and tools. One member who is new to the organization argues forcefully for approaches that she used in her previous job. The other two team members complain off-line to the team leader, saying that the new member does not listen and just wants to do things in a familiar way. What should the team leader do? Counsel the two team members that they must show more patience and support for the new team member Encourage the new member to continue bring new ideas into the discussion and improve the team process. Promptly and privately meet with the new member and discuss project goals and team ground rules. Express understanding to the team members but allow the team members to correct the situation themselves.
Counsel the two team members that they must show more patience and support for the new team member. The new team member may be introducing worthwhile ideas but is also disrupting the team's productivity. The team leader should act quickly to correct the situation, explaining that while the new member's ideas may have value, all team members' ideas must be heard and discussed.
A dedicated HR structure meets this need and allows the business unit HR staff to develop local policies and practices. This is in some ways a "corporatized" HR, with an HR function at headquarters and separate HR functions located at (or "embedded") in separate business units. Decentralized Functional Dedicated Centralized
Dedicated A dedicated HR structure meets this need and allows the business unit HR staff to develop local policies and practices. This is in some ways a "corporatized" HR, with an HR function at headquarters and separate HR functions located at (or "embedded") in separate business units.
When designing training for any new technology system, which activities will have the greatest impact on knowledge retention? Group discussion and structured exercises Demonstration and structured exercises Reading and a PowerPoint presentation Reading and case study
Demonstration and structured exercises When learning new software, it is most important to see how the software works and practice using it. A demonstration of each of the software functions, followed by hands-on practice, is an effective way to teach employees the skills that are required on the job.
When administered in the same way in different countries, which assessment approach would provide the most consistent results in collecting information on job candidates? Panel interviewing Evaluation of work samples One-on-one interviewing Standardized measures of psychological traits
Evaluation of work samples aluation of work samples will probably provide the most consistent results because of the direct relationship between the test situation and the work situation. The interviewing approaches may be very effective, but they are likely to be inconsistent because of the different perspectives of the observers. Responses to psychological tests are likely to be very much affected by cultural differences.
A new competitor entered the market and attracted many of a manufacturing organization's employees with higher hourly wages. The organization's HR team has revised the staffing plan. Which data could alert HR to the need for further revisions? Stay interviews Monthly turnover levels Absenteeism reports Exit interviews
Exit interviews Continuous improvement of staffing plans should include an ongoing measurement function to monitor the quality of the plan implementation. Since the turnover is prompted by higher wages/salaries at a competitor, exit data would inform HR of the reasons people are leaving.
Which action during the termination process might violate an employee's due process? Not providing a warning in cases involving summary offenses Failing to offer the employee an opportunity to explain Using alternative dispute resolution techniques Seeking review by peers and managers
Failing to offer the employee an opportunity to explain.. Employees may claim violation of due process if they are not allowed a chance to question evidence and defend themselves.
Which statement best describes how HR can enhance its social media policies? Be assertive in responding to negative social media comments about the employer brand. Request social media account information from new hires. Gather information from throughout the organization about possible risks. Avoid publishing strict policies regarding employees' use of social media at work.
Gather information from throughout the organization about possible risks. The organization's code or handbook should specify the employer's expectations and prohibitions about employees' use of social media. These policies, however, should be based first on a clear understanding of the specific types of threats that social media poses to the organization. While HR should monitor comments on social media sites, responding too strongly may harm the employer brand. Requesting social media account information may be illegal, but another concern is its effect on the brand and employee engagement.
Which activity best illustrates HR's strategic role in managing organizational risk? HR conducts a workshop with other functions to identify potential upside and downside risks under the workforce management plan. HR analyzes past accident reports to detect common patterns and design appropriate supervisor and employee training. HR interfaces with the organization's insurer to determine what level of insurance is required throughout the organization. HR conducts regular health and safety reviews and administers documentation required by regulatory agencies.
HR conducts a workshop with other functions to identify potential upside and downside risks under the workforce management plan. HR's strategic role recognizes the potential for upside (opportunity) and downside (threat) aspects of risk and approaches the task of identifying and planning for threats and opportunities in an enterprise manner, involving internal HR customers. Focusing on past health and safety issues is reactive and narrow in focus. HR cannot speak alone for the best way to manage risk in the organization.
What activity is necessary for successfully implementing a knowledge management system? Identifying situations in which knowledge is lost or underused Deleting unnecessary knowledge from the database Establishing a 24-hour help line Writing an article for the company newsletter
Identifying situations in which knowledge is lost or underused A critical action in establishing a knowledge management system is identifying those places in an organization's processes and structures where valuable knowledge has been developed and where losing that knowledge can endanger the organization's success.
What benefit should HR emphasize to support a proposal to use a software as a service (SaaS) product to address an HR operational need ? In-house IT needs will not increase due to vendor-supplied IT support. Data can be accessed only in house with specialized equipment. Management no longer needs to provide oversight of this process. Security concerns are eliminated because information is stored remotely.
In-house IT needs will not increase due to vendor-supplied IT support. SaaS applications save internal IT some time that would be spent installing and maintaining the product.
A employee learns that a coworker earns a higher hourly rate for the same job and asks the supervisor for a pay increase. As a result, the supervisor prohibits employees from discussing their pay. The supervisor is participating in which unfair labor practice? Interfering with employees' engagement in concerted activity Retaliating against an employee for filing a charge with the National Labor Relations Board Refusing to bargain in good faith with a labor union Dominating or illegally assisting a labor union
Interfering with employees' engagement in concerted activity The National Labor Relations Act (NLRA) protects employees' right to discuss their wages, benefits, and working conditions. Preventing employees from doing so interferes with employees' engagement in concerted activity. The other responses are also considered unfair labor practices but do not address the restraining of employees from exercising their rights under the NLRA.
What is a Benefit Corporation, or B Corp? International certification of corporate sustainability achievement Outsourcing partner specializing in design of total rewards programs Third-party participant in organization's value chain Special compensation classification for nonprofit organizations
International certification of corporate sustainability achievement. The nonprofit B Lab uses detailed measures of social and environmental performance, accountability, and transparency to assess an organization's maturity on the corporate sustainability curve. An organization that has transformed itself as a result of a commitment to CSR principles receives certification as a Benefit Corporation (B Corp).
Which generally describes governments' involvement in unions? It is prohibited by the International Labour Organization. It reduces conflict and confrontation. It increases conflict and confrontation. It varies from country to country.
It varies from country to country. Involvement on the part of national governments varies. Some governments are active in legislating minimum wages, hours, and working conditions. Others help mediate labor disputes, while others take a hands-off approach. The International Labour Organization does not prevent government involvement in unions. There is no evidence that government involvement in unions reduces or increases conflict.
A large multinational organization is implementing an organization-wide diversity and inclusion initiative. Which practice will help the initiative succeed? Research newest trends in diversity and inclusion, adopting them so the initiative does not need to change for an extended period of time. Write the initiative in the most commonly used language, thereby avoiding errors in translation. Implement the policy uniformally across the organization, ensuring that all employees are treated equally. Leave implementation to managers at the local and national levels, so the policy can be adjusted for local laws, norms, and traditions.
Leave implementation to managers at the local and national levels, so the policy can be adjusted for local laws, norms, and traditions. By leaving implementation to managers at local and national levels, the initiative will be flexible enough to be successful organization-wide. The initiative should be translated into as many languages as needed, to enhance understanding across the organization. Just because one language may be more commonly used does not mean that it will be widely or universally understood. Forcing the initiative to be implemented uniformally may result in the initiative violating laws in some localities or violating cultural norms, causing the initiative to be less effective. Regardless of how forward-thinking the policy is, it will necessarily have to change and adapt over time in order to continue to be successful.
Which example illustrates strategic drift? Managers continue to perpetuate old ways of doing things and fail to address changing external forces Strategic focus changes by evolving organically when a new strategic planning cycle begins Leaders slowly evolve the organization's mission and values to remain more competitive in targeted markets Since effects are not measured and corrected, strategies eventually lead organizations toward poor performance practices
Managers continue to perpetuate old ways of doing things and fail to address changing external forces Strategic drift occurs when an organization fails to recognize and respond to changes in its environment that necessitate strategic change.
Which statement best describes the status of diversity and inclusion in a global context? Diversity and inclusion is a concern only in the United States. Many countries have laws that encourage diversity and inclusion. The International Labor Organization requires diversity and inclusion initiatives. Diversity and inclusion initiatives consider only gender and race.
Many countries have laws that encourage diversity and inclusion. Diversity and inclusion is a concern across the globe, and many countries have laws prohibiting discrimination. There is a great deal of variation across countries regarding which groups are impacted by these initiatives. Impacted groups may be members of a caste, a religious group, a racial group, and/or a nationality.
Modeling of ethical behavior indicates management and supervisory support every day in a variety of scenarios. Statements in handbooks are passive learning and are hard to transfer to real workplace situations. Annual training without frequent reinforcement is not very effective. Individual coaching is good, but it is reactive, occurring after the event. Modeling can help prevent unethical behavior. Modeling of ethical behavior by leaders, managers, and supervisors Inserting a statement to this effect in employee handbooks Coaching individual employees whenever a question of ethics arises Delivering annual workshops on how to deal with ethical dilemmas
Modeling of ethical behavior by leaders, managers, and supervisors Modeling of ethical behavior indicates management and supervisory support every day in a variety of scenarios. Statements in handbooks are passive learning and are hard to transfer to real workplace situations. Annual training without frequent reinforcement is not very effective. Individual coaching is good, but it is reactive, occurring after the event. Modeling can help prevent unethical behavior.
Which is a reason why an organization may be pushed into global expansion? Constant tariff fluctuations Outward foreign investment potential Need for new customers Need for greater strategic control
Need for new customers A need for new customers pushes an organization to expand geographically. Constant tariff fluctuations are a risk factor for global expansion. A need for greater strategic control might hold an organization back from expansion. Outward foreign investment potential is a factor that pulls an organization into expansion.
How should an HR manager address an employee's concern about pay equity between his job and the job of another employee with a similar role? Perform a job evaluation of the employee's position. Make the duties different to justify the difference in pay. Provide a pay increase to eliminate the inequity. Punish the employee for discussing pay with another employee.
Perform a job evaluation of the employee's position. A job evaluation determines the value and price of a job in order to place and compare the job within the organization, and it intertwines with pay equity.
How can HR support an organization's technological challenges during an acquisition? Thoroughly train staff in the acquired company on the purchaser's technology-related policies. Create a strategy to align compensation structures across the purchasing and purchased companies. Perform due diligence on HR information systems used in the acquired company. Do a comparative analysis of the two organization's positions and titles.
Perform due diligence on HR information systems used in the acquired company. During mergers and acquisitions, organizations will consider structural, technological, financial, and legal issues. One common technological issue is that different HRIS in the two organizations will prevent sharing and analysis of data and create conflicts in processes and reporting. HR should first determine whether the purchasing company's technology policy should be changed or whether the two companies' policies should be integrated and employees in both companies retrained. Aligning compensation is a financial challenge, not a technical one, and aligning positions and titles is a structural issue.
An HR manager observes a staff member spending considerable time following up on compliance questions from line managers and supervisors. How should the manager respond? Provide positive feedback to motivate this type of behavior. Say nothing now but document the amount of time spent in this manner. Address the issue in a staff meeting without mentioning names. Ask line managers to submit questions to HR in e-mail form.
Provide positive feedback to motivate this type of behavior. The staff member demonstrates HR's mission to provide service to its internal customers, and compliance questions merit HR's prompt attention. The role of HR leaders is to model commitment to the concept of customer service, which the manager can do by praising the staff member's performance.
A company identifies a training need on workplace harassment for all supervisors. Which best describes the organizational impact of this activity? Harassment allegations can be investigated and resolved more quickly by trained supervisors without involving HR. Supervisors can better identify which harassment allegations are likely to be valid before reporting them to HR. Risk will be mitigated because supervisors will be equipped to recognize, and report potential workplace harassment. Employees will be less likely to exhibit harassing behaviors once their supervisors have been properly trained.
Risk will be mitigated because supervisors will be equipped to recognize, and report potential workplace harassment. As a result of completing training on unlawful harassment, supervisors will gain the knowledge they need to be able to recognize, correct, and report harassment, thereby reducing the risk exposure the organization would have if they did not have such knowledge. The fact that employees know that the supervisors have been trained doesn't make them less likely to engage in harassing behavior-just that the supervisors will be able to recognize harassment for what it is sooner than they otherwise would. HR will always need to be involved when harassment is suspected, and managers should never investigate their own employees without the knowledge or awareness of a professional HR representative.
Which of the following employment practices would an HR director recommend to increase employees' behavioral engagement levels? Select applicants with an interest in solving problems and ensure challenging work. Have final candidates complete an assessment measuring self-initiative. Implement delegation training for managers. Implement an employee recognition program to reinforce faster completion of tasks.
Select applicants with an interest in solving problems and ensure challenging work. Behavioral engagement occurs when both trait engagement (possessing traits like initiative, curiosity, and risk taking) and state engagement (for example, increasing autonomy and control over work) exist and are manifested in how employees approach their jobs.
A European employee travels to transfer company technology for a manufacturing process. The employee remains on home-country compensation and benefit plans while on assignment. Incentives include one trip home every 12 weeks to visit family that remained at home. What type of global assignee is this individual? International assignee Just-in-time expatriate Globalist Short-term assignee
Short-term assignee Short-term assignees go on assignment for less than a year but more than a few weeks, often without moving the family. International assignees are traditional expatriates on full relocation assignments lasting from one to three years. Globalists spend their entire careers in international assignments, moving from one locale to another. Just-in-time expatriates are ad hoc or contract workers hired for a single assignment.
An HR manager is negotiating a new contract with a recruiter. The HR manager is responsible for meeting organizational diversity and budget goals. The HR manager also has demanding internal clients who do not understand delays in filling vacant positions . In the past, HR has always worked with a designated liaison, but the recruiter does not want to commit to that. In this scenario, what would be considered a "want" rather than a "need"? Proven capacity Diverse candidates Performance data Single liaison
Single liaison Rationale The scenario suggests that time to fill is critical, so the recruiter's capacity to respond quickly to requisitions would be important. Since management requires performance reports and diversity, HR needs data from the recruiter that can be used to measure HR performance and a diverse pool of applicants. Of the items listed, the issue of a single contact person or liaison would be a negotiable "want."
A cosmetics company opens a division in a geographical area where it has never competed before. It opts for a strategy of localization. What is the likely effect on HR? HR management will schedule more frequent audits of the new function to identify instances of lax policy enforcement. HR must budget for training of local employees in headquarters policies and procedures. The assignment of personnel across geographical areas will become easier. The local HR office will develop a code of conduct, policies, and procedures and submit them for headquarters review.
The local HR office will develop a code of conduct, policies, and procedures and submit them for headquarters review. Localization enables an organization to better meet specific legal and cultural requirements. Policies and procedures will be developed locally and reviewed by headquarters to ensure that they are consistent with organizational strategy and values. Local HR personnel will not have to be trained in headquarters practices. International assignments may be more difficult because of differences in practices. A localized strategy does not imply greater laxity in performance.
Which of the following is the primary reason to conduct stay interviews with employees? To allow HR to meet with employees individually to determine their level of engagement To minimize costs of capturing data from a large population of employees To assess why employees are choosing to leave the organization To address issues that affect engagement and retention
To address issues that affect engagement and retention Stay interviews are targeted interviews of current high-potential employees to identify what they like and do not like about their current role and the organization to use in determining ways to minimize voluntary turnover.
What item would be considered an input in the input-process-output (IPO) model? Turnover data showing a steady increase in voluntary resignations in the last year Exit and stay interview guides used to obtain feedback from former and current employees Cross-functional meetings to brainstorm causes for turnover and retention Implementing a new policy on flexible scheduling
Turnover data showing a steady increase in voluntary resignations in the last year Inputs in the IPO model include data about conditions (past, current, and projected). Turnover data that reflects an increasing loss of talent is an internal constraint that may impact an organization's ability to meet its targets. This is an input factor that would be analyzed in the IPO model. Processes are tools and skills that can be applied to gain meaning from the inputs. Exit and stay interviews that search for causes and cross-functional brainstorming teams that come up with possible solutions would be considered processes in the model. Outputs are what the organization does with the wisdom it has gained. This could include new policies or processes, such as flexible scheduling.
An HR director is creating a talent acquisition strategy. What should the director do first to incorporate risk management into the plan? Create risk-monitoring mechanisms and key risk indicators (KRIs) Establish risk management objectives for the strategy. Evaluate the effectiveness of current risk controls. Understand the organization's risk appetite and tolerance.
Understand the organization's risk appetite and tolerance. The first step in creating a strategy with a risk management component is to understand the organization's willingness to take on risk (e.g., by hiring candidates with unconventional qualifications) and tolerance to possible loss (e.g., hiring candidates who may decide to move on quickly). Identifying and analyzing risks and developing risk controls are most effectively performed after risk managers understand the context of risk in the organization.
An HR manager is preparing a risk management plan for a manufacturing floor. The manager has reviewed accident records from the past five years and talked with an insurer. Which approach to obtain additional useful information is best? Distribute a supervisory questionnaire identifying workplace risks. Ask an HR colleague in a different type of manufacturing setting. Consult with representatives of factory equipment manufacturers. Walk through the area and observe conditions during work operations.
Walk through the area and observe conditions during work operations. The best solution among those offered would be direct observation. It would be more accurate than experience gathered from a dissimilar setting and broader than risks posed by equipment only. Questioning supervisors is a good idea, but even they may be too removed from the work area to know its risks fully.