Shrm2018 Assessment

n organization received 150 applicants from an advertisement, 50 of whom were minority applicants. It interviewed 36 qualified applicants, 12 of whom were minority applicants. What is the yield ratio of qualified applicants to total applicants? 0.08 0.24 0.32 0.33

0.24 This yield ratio is determined by dividing the number of qualified applicants by the number of total applicants (36 / 150 = 24%). For more information, refer to Module People, Functional Area 2, Section 3

What is the best definition of moral hazard? A person engages in risky behavior knowing that someone else will absorb any losses. A leader demonstrates poor ethical behavior, leading to poor choices by employees. An organization decides to behave ethically, even though this means a financial loss. Intending to behave ethically, an organization violates employment laws or regulations.

A person engages in risky behavior knowing that someone else will absorb any losses. Moral hazard exists when someone takes risks because he or she will not be affected by losses or damages that occur as a result. For more information, refer to Module Workplace, Functional Area 13, Section 1

To reinforce the importance of safety, employees' annual bonuses are linked to the aggregate safety key performance indicators (KPIs). Which effect is this likely to have on the rate of accidents? Accidents will increase due to underreporting. Accidents will increase due to overreporting. Accidents will decrease due to underreporting. Accidents will decrease due to overreporting.

Accidents will increase due to underreporting. Tying annual bonuses to aggregate safety KPIs incentivizes the wrong behavior. To get the bonus, certain safety measures are likely to be underreported, which will lead to an increase in risks and accidents. For more information, refer to Module Workplace, Functional Area 13, Section 3

Third-party contractors are best used for what types of activities? Activities that require HR strategy Activities that do not require conformance Activities that are not strategic Activities that require few resources

Activities that are not strategic HR activities that are not strategic but are resource-intensive or that require specialized expertise are the best applications for using third-party contractors. For more information, refer to Module Organization, Functional Area 6, Section 3

How is today's global organization best characterized? As any organization, large or small, whose every process, action, and decision is firmly rooted in a carefully conceived global strategy As any organization grossing more than one million dollars (U.S.) and doing business in more than two countries As any large multinational corporation with global subsidiaries and vast resources As any organization with operations in both developed and emerging economies

As any organization, large or small, whose every process, action, and decision is firmly rooted in a carefully conceived global strategy

What type of engagement is evident in the effort an employee puts into his or her job? Transactional engagement State engagement Trait engagement Behavioral engagement

Behavioral engagement Behavioral engagement is evident in the effort employees put into their jobs, which leads to greater value, creating higher performance than from less-engaged employees. It can occur when both trait and state engagement are present. For more information, refer to Module People, Functional Area 3, Section 1

A major provider of health-care services, under a new senior leadership team, is embarking on a turnaround of the organization, which will impact all of its locations around the world. The CEO asks the CHRO to conduct an assessment of the compliance function in the context of the current state of affairs and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO conducts an audit with all first- and second-tier managers to identify critical gaps and then conducts one-on-one interviews to clarify and validate findings. Simultaneously, the CHRO conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain insight as to where improvements could be made. The CHRO is able to share with the CEO and the rest of the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure, along with standardization of practices and polices related to regulatory compliance. Compliance rises to the top of the senior leadership team's concerns. After much discussion and debate as to having a standardized versus localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. How should the CHRO approach the development of a global mindset among all levels of employees to ensure that compliance needs are met in each location? A. Understand the complexities and nuances of the environment in which the company's headquarters is located. B. Offer mandatory foreign language classes for everyone in the organization. C. Develop a global mindset at the senior leaders' level only; the others will follow suit in time. D. Create a consistent global standard while deepening the senior leaders' understanding of local and cultural differences

Create a consistent global standard while deepening the senior leaders' understanding of local and cultural differences D is the best response. Identifying a global standard balanced with understanding local norms is critical to developing a global mindset within an organization. The adage "think globally and act locally" has evolved to "think and act both globally and locally." A is incorrect. In order to create a global mindset, the organization must understand the environment of all its locations. B is incorrect. Offering foreign language training can be a way to start to develop a global mindset; however, mandating this for employees at all levels, who may not be ready, will cause the initiative to fail miserably. Not all employees will see language skills as a gap in their ability to "think and act both globally and locally." C is incorrect. It is important to start at the top with senior leaders. However, if companies do not take an active approach in developing a global mindset at the manager and front-line employee levels, as with any other change, they will not be successful. For more information, refer to Module Competencies

An HR manager is asked by the vice president (VP) of HR to define and implement a simulation-based assessment center that uses specially trained observers to rate each candidate's performance. The need is to assess which employees have potential for promotion into management, and the VP of HR is familiar with this practice, having used the technique in a prior company. She sees the assessment center as a best practice innovation. The VP of HR is new to this company. She came from a large but entirely domestic organization with an aging workforce. She is aware of the need for building a talent pipeline, and her instincts are toward merit-based promotion. Her new company is a global organization with eight operations located around the world. It is highly diverse in terms of ethnicity. The average worker is probably 15 to 20 years younger than the VP of HR is used to. In researching methodologies, the HR manager stumbles onto an online assessment system that requires no trainers and raters, takes 25% of the time to complete that the assessment center process takes, and has higher validity and reliability as an assessment technique. In this situation, what ethical considerations should be uppermost in crafting a talent assessment tool? A. Attention to fair access only B. Promoting opportunities for minority groups C. Alignment with the talent development strategy D. Defining criteria for success in management positions

Defining criteria for success in management positions D is the best answer. The definition of criteria for success is important, since overt or hidden bias can shape the criteria in such a way that candidates are unfairly excluded from opportunities. A is incorrect. The more critical issue is the lack of bias in the tool itself, not the accessibility of the tool (i.e., whether employees can use the assessment center no matter where they are located). B is incorrect. There is no indication that the organization needs special action to promote diversity. C is incorrect. Strategic alignment is a business, not ethical, issue. For more information, refer to Module Competencies

According to Goleman, what leadership attribute separates good leaders from great leaders? Adaptability to change Emotional intelligence Technical expertise High intellectual capability

Emotional intelligence In his study of 181 competency models, Goleman found that 67% of the abilities deemed essential for effective performance for managers were emotional (interpersonal) competencies. And, compared to intellect and technical expertise, emotional competence mattered twice as much. For more information, refer to Module Competencies

What is the correct term for the right of an individual worker to unite with other workers to promote desired employment conditions as a group? Workforce relations Freedom of association Codetermination Collective bargaining

Freedom of association Freedom of association is the right of workers to join (or not join) an organization of their choosing without prior authorization by their employer. For more information, refer to Module Organization, Functional Area 9, Section 1

What do judgmental forecasting, trend and ratio analysis projections, and turnover analysis help predict? HR program costs Cost-benefit analyses Future staffing needs Marketplace conditions

Future staffing needs Accurate forecasts account for movement into and inside the organization (new hires, promotions, and transfers) and out of the organization (resignations, layoffs, retirements, and discharges). Forecast approaches include a variety of quantitative and qualitative tools such as trend and ratio analyses, turnover analysis, judgmental forecasts, and statistical forecasts. For more information, refer to Module Organization, Functional Area 8, Section 1

What features characterize globalization? Global markets, economies, and technologies are increasingly interconnected. Global interconnections reached a peak in the 1980s and 1990s and have since decreased. Developed economies play an increasingly dominant role in globalization. Technology has become globalization's single shaping force.

Global markets, economies, and technologies are increasingly interconnected. The integration of markets, nation-states, and technologies is enabling individuals, corporations, and nation-states to reach around the world farther, faster, deeper, and cheaper than ever before. For more information, refer to Module Workplace, Functional Area 11, Section 1

An employee who has been with the organization for over 10 years arrives every day on time at 9:00 a.m. The employee's team is scheduled to work from 9:00 a.m. to 5:00 p.m. The employee returns from lunch 15 minutes after the other members of the team and ends the workday at 5:15 p.m. A new manager has recently taken over the department and notices this pattern of behavior. During an informal conversation, the manager mentions that the employee is taking extended lunches. The employee responds with, "What does it matter? I stay and make up the time." After concluding the conversation, the manager decides to partner with the HR generalist, as the manager wishes to document the employee taking an extended lunch. The manager is concerned that the previous manager allowed the behavior. There are no notes that the employee has any accommodation. Additionally the manager is concerned that the morale of the team is suffering because of this, as three team members have approached her about this since she took over two months ago. The new manager is also worried that if the issue is not addressed in a timely manner, she may lose the ability to effectively manage the team. The manager asks the HR generalist if HR can simply update the policy to allow the employees some flexibility in their hours. After a discussion with the manager, what should the HR generalist recommend? A. Nothing; the employee has been allowed to do this for years. B. Immediately document the behavior and issue a final warning. C. Send an e-mail to the entire team that states what the attendance expectations are. D. Have the manager meet with the employee individually to reset expectations about what the attendance policy requires.

Have the manager meet with the employee individually to reset expectations about what the attendance policy requires. D is the best response because it will require the manager to address the behavior in question and discuss it with the employee while reinforcing the policy. A is incorrect. The fact that the behavior was accepted previously does not mean that it cannot be addressed. B is incorrect. Because the behavior has not been addressed previously, moving immediately to a final warning presents challenges in ensuring that progressive discipline is followed consistently for issues going forward. C is incorrect. This approach would not solve the issue regarding the employee in question. Preemptively doing this could also have an impact on morale. For more information, refer to Module Competencies

During which stage of strategic planning do managers develop action plans and assign staff members to projects? Formulation Manipulation Evaluation Implementation

Implementation During the strategy implementation phase of strategic planning, the plan is put into action. Managers develop action plans and allocate resources toward achieving organizational objectives. For more information, refer to Module People, Functional Area 1, Section 1

What is the primary advantage of developing a career management program? It is not tied to the succession planning or performance appraisal program. It limits the number of training programs an organization needs to develop. It ensures that the company will have the skilled employees it needs in the future. It specifies how long employees will need to wait for promotions.

It ensures that the company will have the skilled employees it needs in the future. Career management involves preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals of the organization. The organization provides development opportunities that align with its interests. For more information, refer to Module People, Functional Area 4, Section 4

What process determines the relative worth of each job in an organization? Job evaluation Job specification Job analysis Job study

Job evaluation Job evaluation determines the relative worth of each job by establishing a hierarchy of jobs within an organization. It is intertwined with a concern for internal pay equity. For more information, refer to Module People, Functional Area 5, Section 2

What is the primary focus of organizational development? Changing the culture Improving performance Diagnosing the environment Managing change

Managing change The primary focus of organizational development is managing change and disrupting the status quo to improve outcomes. In this process, HR professionals serve as change agents and manage the evaluation of OD interventions. For more information, refer to Module Organization, Functional Area 7, Section 1

Which is a specific and measurable aspect of strategy that serves as the basis for implementation decisions? Value statement Mission statement Objectives Strategic goals

Objectives Objectives tie to strategic goals, which, in turn, relate to the mission statement. Objectives are the most specific and measurable of the strategic statements. For more information, refer to Module People, Functional Area 1, Section 2

In an assessment center, a candidate is asked to handle a hypothetical situation dealing with typical job-related challenges. This is an example of what type of selection tool? Test Simulation Skill review Work sample

Simulation A simulation or situational case study is tailored to reflect typical problems that might be encountered. Trained assessors can evaluate how well the candidate performs. For more information, refer to Module People, Functional Area 2, Section 4

What organization is most likely to fail in its strategic planning and management? An organization invests considerable time in researching internal and external factors before setting strategy. To preserve competitiveness, strategic plans are shared among top management only. The strategic planning team invites input from all divisions and from managers and employees alike. Business unit and functional strategies are developed after the organization strategy is defined.

To preserve competitiveness, strategic plans are shared among top management only. The only poor strategic planning practice here is to communicate strategic plans within just a small leadership group. The organization will benefit from having all employees understand how their work relates to and supports the strategy. For more information, refer to Module Competencies

What is the best reason to review other organizations' annual corporate social responsibility (CSR) or sustainability reports when first devising a sustainability strategy? To ensure that the CSR approach being devised doesn't too closely resemble those of key competitors To gain competitive tactical advantage To see how general principles and guidelines can be adapted to an organization's unique strategic focus To "borrow" CSR tactics and practices that have succeeded for other organizations

To see how general principles and guidelines can be adapted to an organization's unique strategic focus The best starting point for developing and implementing a CSR strategy is gaining a clear perspective of work already done internationally on defining CSR issues and responses. It is equally valuable to review the annual CSR or sustainability reports of other organizations. These show how others have customized general principles and reporting guidelines to focus on their own particular industry's areas of interest and their own strategic goals. For more information, refer to Module Workplace, Functional Area 14, Section 5

What type of engagement describes the inherent personality-based elements that predispose an individual to being engaged? Behavioral engagement Transactional engagement Trait engagement State engagement

Trait engagement Trait engagement describes the inherent personality-based elements that predispose an individual to being engaged: a natural curiosity, a desire to be involved, an interest in problem solving. These traits may figure into recruiting and hiring efforts. For more information, refer to Module People, Functional Area 3, Section 1

A major provider of health-care services, under a new senior leadership team, is embarking on a turnaround of the organization, which will impact all of its locations around the world. The CEO asks the CHRO to conduct an assessment of the compliance function in the context of the current state of affairs and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO conducts an audit with all first- and second-tier managers to identify critical gaps and then conducts one-on-one interviews to clarify and validate findings. Simultaneously, the CHRO conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain insight as to where improvements could be made. The CHRO is able to share with the CEO and the rest of the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure, along with standardization of practices and polices related to regulatory compliance. Compliance rises to the top of the senior leadership team's concerns. After much discussion and debate as to having a standardized versus localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. How should the CHRO collaborate, on an ongoing basis, with all global stakeholders to ensure the success of this change? A. Understand the context for the collaborative relationship. B. Wait for all stakeholders to be supportive before the CHRO begins to collaborate. C. Meet with the stakeholders on an ad hoc basis. D. Develop a vision that focuses on the short-term changes expected

Understand the context for the collaborative relationship. A is the best response. It is important to understand the context of the stakeholder needs and their relationship to the organization so that you can then determine how to develop a comprehensive strategy to work with each stakeholder group. Learning about stakeholder readiness for collaboration is also an important part of understanding the context. B is incorrect. Most collaborative partnerships expand gradually over time. Waiting for all stakeholders to be supportive could cause the CHRO to lose valuable momentum that could be used to influence others. C is incorrect. Communication with the stakeholders needs to occur consistently and proactively. D is incorrect. The cultural change to focus on compliance is long-term in nature. For more information, refer to Module Competencies

What belief best defines cultural relativism? What is ethical is determined by local culture, laws, and practices. There should be no dominant culture in a multinational enterprise. There are universal norms; they simply appear to be different on a cultural level. All the cultures of a region must be reflected in the code of ethics for multinational enterprises.

What is ethical is determined by local culture, laws, and practices. Cultural relativism holds that ethical systems do exist but that norms are influenced by local culture, laws, and practices. For more information, refer to Module Workplace, Functional Area 14, Section 3

What is a characteristic of alternative dispute resolution (ADR)? ADR processes result in disciplinary action. Using ADR requires an external third party. Use of ADR is exclusive to union environments. ADR does not preclude litigation.

ADR does not preclude litigation. ADR does not prevent disputes from winding up in court or in formal arbitration, but it can result in fewer cases going to trial. It is generally used in union-free organizations. While some ADR systems do include peer review, it is not a requirement. Similarly, some systems may bring in neutral third parties from outside the organization, but that also is not an ADR requirement. For more information, refer to Module Organization, Functional Area 9, Section 4

Under the Americans with Disabilities Act, which statement is true? Rehabilitated drug users are excluded by the law. Employers must develop affirmative action plans for candidates with disabilities. Preemployment medical examinations may be required before a job offer is extended. Accommodation is not required if it results in undue hardship for the organization.

Accommodation is not required if it results in undue hardship for the organization. Employers are not required to make accommodations that result in undue hardship. For more information, refer to Module Workplace, Functional Area 15, Section 3

What balance must be struck for effective information management? Between openness and security Between text and video Between home country and global Between competing stakeholders

Between openness and security For effective information management, a balance must be struck between openness (for innovation and collaboration) and security of information. For more information, refer to Module Organization, Functional Area 10, Section 1

How can an organization determine recruiting effectiveness? By administering employee surveys By conducting a needs assessment By reviewing industry data By analyzing yield ratios

By analyzing yield ratios Organizations need to evaluate recruitment strategies against objective criteria. Yield ratios produce factual data that can be used to determine which source, method, or recruiter produces the greatest yield. For more information, refer to Module People, Functional Area 2, Section 3

A highly matrixed, decentralized international company has six business units in various locations. Although there's a corporate human resources team with all HR functions represented, each business unit also has its own HR department and functions. All of them operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis. A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include reduction in HR practitioners/cost savings, improved consistency, and elevated expertise. An HR manager who has been with one business unit for the last six years has joined a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, they have been looking at the pros and cons of different HR structures and are discussing a shared services approach. How should the HR manager and the team start the process to determine the appropriate HR servicing model? A. By looking at financial results for the company B. By looking only at best practices of other organizations C. By looking at the vision, mission, and values of the company D. By talking with employees about what outcomes they are looking

By looking at the vision, mission, and values of the company C is the best response, as the mission, vision, and values are the foundation upon which all decisions, including structure and delivery model, should be made. A is incorrect, as the financial results are only one small measure and do not necessarily create the foundation for the team to be successful. B is incorrect, as the best practices of other organizations may not meet the company's mission, vision, or business needs. D is incorrect, as this is the beginning stage of the process to review the structure and determine the service delivery model and it would be too early to begin speaking to employees. While this step would be important, it would happen much later in the process. For more information, refer to Module Competencies

What is most critical to the effectiveness of performance management systems? Clarity of performance standards Evaluation form Timeliness of reviews Equitable reward system

Clarity of performance standards Clear communication of performance standards is the basis of an effective process. Behavior that is expected and evaluated must be communicated clearly. For more information, refer to Module People, Functional Area 3, Section 3

What quality of mind suggests that an employee has a global mindset? Valuing independence rather than interdependence Trusting the organizational structure to solve problems Expecting conflicts to be resolved Comfort with change and ambiguity

Comfort with change and ambiguity Global minds are comfortable with change and ambiguity and can live with conflict management as opposed to resolution. They value teamwork and interdependence and trust the process to solve problems. For more information, refer to Module Competencies

A major provider of health-care services, under a new senior leadership team, is embarking on a turnaround of the organization, which will impact all of its locations around the world. The CEO asks the CHRO to conduct an assessment of the compliance function in the context of the current state of affairs and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO conducts an audit with all first- and second-tier managers to identify critical gaps and then conducts one-on-one interviews to clarify and validate findings. Simultaneously, the CHRO conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain insight as to where improvements could be made. The CHRO is able to share with the CEO and the rest of the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure, along with standardization of practices and polices related to regulatory compliance. Compliance rises to the top of the senior leadership team's concerns. After much discussion and debate as to having a standardized versus localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. How should the CHRO begin the process of developing relationships with global stakeholders? A. Communicate with internal stakeholders before external stakeholders in order to avoid employee engagement issues. B. Conduct a stakeholder analysis to determine the relevant information needed by and the impact to each stakeholder. C. Focus on formal ways to engage with stakeholders to ensure that they get appropriate information. D. Create a communication planning matrix to manage stakeholder expectations and minimize surprises

Conduct a stakeholder analysis to determine the relevant information needed by and the impact to each stakeholder. B is the best response. Stakeholders will vary by organizational impact, expectations, and interests. The CHRO's primary goal is to leverage stakeholder relationships and build coalitions that foster success. A is incorrect. Internal stakeholders may or may not have a significant interest in the changes being made, or the impact may be insignificant. C is incorrect. Effective relationship management has both formal and informal elements. Many times informal settings (e.g., conversations in the hallway) allow for easier access to stakeholders. D is incorrect. Until you conduct a stakeholder analysis to determine who the stakeholders are and the level of informational need each has, creating a communication planning matrix may not fully address all stakeholders' needs. For more information, refer to Module Competencies

What type of policy clarifies performance expectations and demonstrates organizational support of individual performance improvement? Conflict resolution Constructive discipline Workplace retaliation Complaint policies

Constructive discipline Constructive discipline gives the employee an opportunity to understand expectations and change behavior. This demonstrates organizational support of performance improvement. Conflict resolution, complaint policies, and workplace retaliation policies can support engagement but are not necessarily geared toward performance improvement. For more information, refer to Module Organization, Functional Area 9, Section 4

What are three potentially successful generic strategies according to Michael Porter? Introduction, maturity, decline Cost leadership, differentiation, focus Divisional, functional, matrix Customer intimacy, innovation, control

Cost leadership, differentiation, focus According to Michael Porter, there are three potentially successful generic strategies: cost leadership, differentiation, and focus. For more information, refer to Module People, Functional Area 1, Section 3

An HR manager is asked by the vice president (VP) of HR to define and implement a simulation-based assessment center that uses specially trained observers to rate each candidate's performance. The need is to assess which employees have potential for promotion into management, and the VP of HR is familiar with this practice, having used the technique in a prior company. She sees the assessment center as a best practice innovation. The VP of HR is new to this company. She came from a large but entirely domestic organization with an aging workforce. She is aware of the need for building a talent pipeline, and her instincts are toward merit-based promotion. Her new company is a global organization with eight operations located around the world. It is highly diverse in terms of ethnicity. The average worker is probably 15 to 20 years younger than the VP of HR is used to. In researching methodologies, the HR manager stumbles onto an online assessment system that requires no trainers and raters, takes 25% of the time to complete that the assessment center process takes, and has higher validity and reliability as an assessment technique. What should the HR manager do with the information he has uncovered? A. Create a business case including cost-benefit analyses of both options. B. Forward materials about the online option to the VP of HR, and let her make her own decision. C. Put it aside as an option that is not viable now but should be researched further and possibly tested. D. Create a business case for the option that is deemed to be the best by the HR manager.

Create a business case including cost-benefit analyses of both options. A is the best answer. The HR manager can add value to the VP of HR's decision making by analyzing and comparing the economic and noneconomic costs and benefits of the two approaches. B is incorrect. This is essentially expecting the VP of HR to perform the analysis herself and adding no value to the situation, HR, or the organization. C is incorrect. It shows little leadership and could be depriving the organization of a real opportunity. D is incorrect. The HR manager should present both options since the VP of HR is the decision maker. For more information, refer to Module Competencies

Which level of learner participation offers the best opportunity for retention? Demonstration Lecture Immediate use Reading

Demonstration Immediate use of learning provides a 90% or higher retention rate in on-the-job activities. For more information, refer to Module People, Functional Area 4, Section 2

An employee who has been with the organization for over 10 years arrives every day on time at 9:00 a.m. The employee's team is scheduled to work from 9:00 a.m. to 5:00 p.m. The employee returns from lunch 15 minutes after the other members of the team and ends the workday at 5:15 p.m. A new manager has recently taken over the department and notices this pattern of behavior. During an informal conversation, the manager mentions that the employee is taking extended lunches. The employee responds with, "What does it matter? I stay and make up the time." After concluding the conversation, the manager decides to partner with the HR generalist, as the manager wishes to document the employee taking an extended lunch. The manager is concerned that the previous manager allowed the behavior. There are no notes that the employee has any accommodation. Additionally the manager is concerned that the morale of the team is suffering because of this, as three team members have approached her about this since she took over two months ago. The new manager is also worried that if the issue is not addressed in a timely manner, she may lose the ability to effectively manage the team. The manager asks the HR generalist if HR can simply update the policy to allow the employees some flexibility in their hours. What should the HR generalist do in order to effectively assess whether to update the policy? A. Review when the policy was last updated. B. Compare the current policy with those of other companies in the industry. C. It is too soon to update the policy because there could be other items that need to be changed. It is better to wait. D. Determine when the last update was, and, if over a year ago, partner with the HR manager to begin the process of updating.

Determine when the last update was, and, if over a year ago, partner with the HR manager to begin the process of updating. D is the best response. Laws and regulations change, and a best practice is to update an employee handbook at least once a year to stay current. A is incorrect. Although reviewing the policy is important, no action is taken regarding the review. B is incorrect. Comparing the policy to those of other companies in the industry does not help to determine if an update is needed at this company. C is incorrect. Not updating the policy could cause confusion for the employees and create compliance issues. For more information, refer to Module Competencies

What does an HR audit measure? Learning and growth Effectiveness and efficiency Validity and reliability Accuracy and improvements

Effectiveness and efficiency An HR audit measures HR effectiveness and efficiency and demonstrates the value of HR in helping an organization meet its strategic goals. The HR audit has two main functions: to help organizational decision makers understand what is happening with various HR activities and to allow HR managers to determine which programs and positions should be eliminated or enhanced. For more information, refer to Module Organization, Functional Area 6, Section 4

Under the Fair Labor Standards Act, which occupation is considered nonexempt? Human resource manager Salaried executive Insurance adjustor Electrician

Electrician Blue-collar workers, such as electricians, are considered nonexempt employees regardless of how highly they are compensated. Insurance adjustors who interview witnesses, make claim recommendations, and negotiate settlements are considered exempt employees, as are human resource managers who formulate, interpret, and implement employment policies and salaried executives. For more information, refer to Module Workplace, Functional Area 15, Section 3

Which situation violates the Employee Retirement Income Security Act standards for pension funds? An employer's plan excludes employees under age 21, regardless of how long they have worked for the organization. Employees become fully vested after a defined period of service. Employees are allowed to transfer their accrued pension funds to another employer's plan. Employees are required to have a minimum of 15 months of service before they can participate in their employer's defined benefit plan.

Employees are required to have a minimum of 15 months of service before they can participate in their employer's defined benefit plan. Employees must be allowed to participate if they are at least 21 years old and have completed 12 months of service. An organization cannot set the age for participation at more than 21 or the service requirement at more than 12 months. For more information, refer to Module Workplace, Functional Area 15, Section 3

What action during the termination process might violate an employee's due process? Failure to seek review by peers Failure to use alternative dispute resolution (ADR) Failure to offer an opportunity for the employee to explain actions Failure to use warnings in both summary and non-summary cases

Failure to offer an opportunity for the employee to explain actions Employees may claim violation of due process if they are not allowed a chance to question evidence and defend themselves. Due process does not necessarily involve ADR or peer review. Warnings are not required in terminations for summary offenses. After investigation and hearing, an employee can be terminated immediately for a summary offense. For more information, refer to Module Organization, Functional Area 9, Section 4

After completing a benefits needs analysis, HR begins to compare existing benefits to the needs of the organization and of the employees. What does this activity exemplify? PEST analysis Gap analysis Trend analysis SWOT analysis

Gap analysis The HR professional performs a gap analysis to identify the set of benefits that best matches the needs of the organization and its employees. For more information, refer to Module People, Functional Area 5, Section 4

What is a primary goal during supply analysis? Get a snapshot of an organization's current pool of talent. Obtain a list of factors that can be analyzed using environmental scanning. Determine the need for layoffs and early retirements during downsizing. Obtain an accurate accounting of all HR costs.

Get a snapshot of an organization's current pool of talent. During supply analysis, the organization looks at whether it has the right personnel mix to achieve its short- and long-term business goals. It finds gaps in supply and looks for internal and external ways to fill them. For more information, refer to Module Organization, Functional Area 8, Section 1

The CEO of a manufacturing company decides that restructuring of the organization is needed immediately in order to support the company's current business needs. The CEO decides to implement a team-based work structure, believing that work decisions need to be made by the employees doing the work. A consultant is brought in to provide managers and employees with training on working as a team. In the proposed team structure, supervisors and managers are to act as coaches over administrative and production teams. Coaches are to oversee and assist their teams but are still responsible for production. Employees are to act as team members, with each team electing a team leader. The company's office staff consists of purchasing, accounting, engineering, IT, and sales employees and provides support mostly for the first shift. Newly hired employees start on the second shift and work their way up to the first shift. The new team structure has been implemented, and some areas of the organization are struggling with operating in the structure. Decisions in all areas of the organization that were once made quickly are now delayed because of confusion as to who has the authority to make them. There is a lack of accountability among team members and coaches. Teams now tasked with making decisions concerning their work are waiting for management to intervene and make those decisions, and coaches once tasked with making decisions now wait for the teams to make the decisions. Teams avoid disciplining and giving effective performance reviews of fellow team members. Morale is low, tensions are high, and turnover is rising. Conflicts arise constantly between teams and departments. Production is falling, and shipments are slipping. Teams are conducting performance evaluations. No team member wants to address another team member's poor performance. What is the best action the HR manager can take to help teams learn to give accurate performance reviews? A. Remind team leaders of their responsibility to hold their team members accountable for performance. B. Delay conducting performance evaluations until things settle down. C. Have coaches assist their teams during the performance evaluations, and hold teams accountable for giving accurate performance evaluations. D. Have coaches review the team's performance evaluations after the evaluations.

Have coaches assist their teams during the performance evaluations, and hold teams accountable for giving accurate performance evaluations. C is the best answer. Having coaches assist their teams during the performance evaluations will show team members how to effectively address performance issues and give accurate performance evaluations. A is incorrect. Reminding team leaders of their responsibility is not a solution to the problem of addressing poor performance. B is incorrect. Delaying the performance evaluations is not a solution. This will only allow the poor performance of employees to continue and could possibly make things worse. D is incorrect. The team needs assistance during the performance evaluations, not after. Coaches simply reviewing the evaluations will be of little help. For more information, refer to Module Competencies

In a midsummer strategy session, a company determines that they will close their West Coast manufacturing unit and move the entire manufacturing effort to the East Coast business head office. To bring the East Coast office fully online, 90 new positions will have to be filled. The work is going to migrate to the East Coast over a 90-day period that will begin September 1. HR has been asked for advice and support. In planning and implementation processes, what is the most important ethical concern for HR? A. Having a severance plan and relocation policy in place to support the initiative B. Avoiding all communications with employees affected by the changes in order to avoid any legal issues C. Having a clear understanding of the business case for the initiative and building a robust communication campaign D. Reviewing critical dates for employees who might be affected and preparing the business to address changes to those scheduled activities

Having a clear understanding of the business case for the initiative and building a robust communication campaign C is the best answer. Helping to move the process along and keep the focus on the desired results will require a comprehensive understanding of the business case that underpins the initiative and a communication campaign to keep all of the stakeholders informed. A is incorrect. Severance and relocation policies represent a few of many considerations. B is incorrect. HR should maintain open communications with employees at all times. D is incorrect. Any scheduled activities will need to be reviewed in the context of the business strategy. For more information, refer to Module Competencies

What is the strongest strategy for a retailer trying to manage the risk of interrupted merchandise supply? Eliminate vulnerable product lines. Identify and develop multiple vendor relationships. Implement binding contracts with suppliers. Install a new inventory level tracking system.

Identify and develop multiple vendor relationships. The best strategy in this case would be to have multiple lines of supply. Eliminating product will impact sales volume. Inventory tracking systems provide timely alerts of an impending problem but do not address the sourcing issue. A contract cannot avoid all interruptions, such as those caused by accidents at the supplier or bad weather in a certain region. For more information, refer to Module Workplace, Functional Area 13, Section 3

In which form of budgeting is the prior year's budget the basis for the next budget? Activity-based budgeting Zero-based budgeting Incremental budgeting Formula budgeting

Incremental budgeting Incremental or line-item budgeting uses the previous year's budget. The prior budget is simply increased by a set percentage. Additional funds are requested based on need and objectives. For more information, refer to Module Competencies

A major reorganization is announced. What is most likely to happen after the initial shock? A major exodus of key employees will occur. Employees will become resigned to the inevitability of the reorganization and try to define their own places. Employees will suggest adaptive strategies. Individuals may deny the reality of the change.

Individuals may deny the reality of the change. After the initial shock has passed, it is common for individuals to deny that the change will happen or is beneficial. They focus on the past, believing that the past situation was acceptable or better and change was not needed. For more information, refer to Module Competencies

What recommendation would you make to a new HR practitioner concerning investigating workplace complaints? Investigators should be familiar with the requirements of labor contracts and local laws. When possible, use a team of interviewers for greater credibility and impact. Investigations should always be conducted by the employee's direct report. Documenting testimony could create legal liability and should be avoided.

Investigators should be familiar with the requirements of labor contracts and local laws. Labor contracts can stipulate employee rights during an investigation, as can local laws. So investigators must be familiar with these obligations. For more information, refer to Module Organization, Functional Area 9, Section 4

What HR-directed policy initiatives could best help resolve glass ceiling issues for women? Flextime schedules and increased parenting leave Leadership development and mentoring programs Team-building and communication enhancement training Diversity awareness and conflict resolution training

Leadership development and mentoring programs Organization-wide diversity training can help make the organization more open to women's upward mobility, and flextime policies can help some women do their best at work. However, the most direct way to help women move up the organizational ladder is through mentoring with upper-level executives and programs to hone their leadership skills. For more information, refer to Module Workplace, Functional Area 12, Section 3

The performance of the head of the IT department (who has been with the company for 19 years) has been eroding in the past few years. Through a combination of not continuing his education and not keeping up with current trends in technology, the employee is no longer capable of meeting the minimum expectations of this role. Management is struggling to hold the employee accountable while also keeping employee morale positive. There is also a concern that, if placed on a performance improvement plan or a documented coaching program, the employee would respond negatively and retaliate by wreaking havoc on the organization's IT infrastructure. The length of employment has allowed the employee to be protected from accountability in the past. Management has decided that the current situation is no longer acceptable, but they also realize the precarious place they have put the organization in by failing to have sufficient safeguards in place to protect company assets. Management approaches the new HR generalist and asks what steps they can take to either create an environment where the IT manager can succeed or effectively manage the IT manager out of the organization. Prior to this discussion, the HR generalist was not aware of either the previous protections afforded to the employee or of the failure of management to hold the employee accountable. The HR generalist is concerned that management has tolerated this behavior for so long and wonders if there are other employees in the organization who, because of the tenure they have, have been similarly protected from being held accountable or being disciplined. The HR generalist realizes that two issues need to be addressed. The HR generalist realizes that there is the potential for other employees to have been shielded from accountability. What should the HR generalist do in order to ensure that all employees are being treated equally? A. Have a company-wide meeting for all managers to review that they need to hold employees accountable. B. Review with management that all employees need to be held to the same standard and that managers cannot shield employees from accountability. C. Send a formal e-mail to all staff informing them of the new accountability policy. D. Meet with managers who have the most tenured employees first to ensure that shielding of tenured employees from accountability is not an ongoing, acceptable practice in the organization.

Meet with managers who have the most tenured employees first to ensure that shielding of tenured employees from accountability is not an ongoing, acceptable practice in the organization. D is the best response. The HR generalist needs to ensure that tenured employees are not being given a level of protection that newer employees may not be receiving. Additionally, this allows the HR generalist to review with current managers how to effectively hold employees accountable. This option also allows the HR generalist to reset expectations with all managers over time, ensuring that there is consistency. A is incorrect. Holding a company-wide meeting with this information may be perceived as confrontational. B is incorrect. Reviewing with managers that all employees need to be held accountable lacks any specificity regarding planning or priority setting. C is incorrect, as it would be inappropriate to send out communications around policy without the involvement of the managers. For more information, refer to Module Competencies

The performance of the head of the IT department (who has been with the company for 19 years) has been eroding in the past few years. Through a combination of not continuing his education and not keeping up with current trends in technology, the employee is no longer capable of meeting the minimum expectations of this role. Management is struggling to hold the employee accountable while also keeping employee morale positive. There is also a concern that, if placed on a performance improvement plan or a documented coaching program, the employee would respond negatively and retaliate by wreaking havoc on the organization's IT infrastructure. The length of employment has allowed the employee to be protected from accountability in the past. Management has decided that the current situation is no longer acceptable, but they also realize the precarious place they have put the organization in by failing to have sufficient safeguards in place to protect company assets. Management approaches the new HR generalist and asks what steps they can take to either create an environment where the IT manager can succeed or effectively manage the IT manager out of the organization. Prior to this discussion, the HR generalist was not aware of either the previous protections afforded to the employee or of the failure of management to hold the employee accountable. The HR generalist is concerned that management has tolerated this behavior for so long and wonders if there are other employees in the organization who, because of the tenure they have, have been similarly protected from being held accountable or being disciplined. The HR generalist realizes that two issues need to be addressed. The HR generalist wants to ensure that all employees are aware that they are to be held to the same standards and that employees know what the standards are. What is the most effective way to do this? A. Send out an e-mail to which everyone must reply "I understand." B. In order to demonstrate trust and empowerment for the managers, allow them to be responsible for informing their employees of the new standards. C. Partner with management to hold small group meetings reviewing the most up-to-date employee handbook and signing an acknowledgment of receipt. D. Have managers review the employee handbook and then e-mail HR with a list of the team members they think need to review the handbook.

Partner with management to hold small group meetings reviewing the most up-to-date employee handbook and signing an acknowledgment of receipt. C is the best response. Partnership with management allows for an effective review. The small group meetings ensure that all employees have an opportunity to engage and ask questions. Finally, having signed employee acknowledgments ensures that there is a system in place for confirming that all employees have been attended a meeting. A is incorrect. Sending out an e-mail and asking for a reply of acknowledgment does not allow for employee participation or dialogue. B is incorrect. Although the managers should help ensure that their employees are aware of the new standards, solely depending on them would not be a reliable means of communicating the changes. D is incorrect. Asking managers to review the employee handbook with employees they think need a review lacks the level of consistency that is needed in HR. For more information, refer to Module Competencies

The performance of the head of the IT department (who has been with the company for 19 years) has been eroding in the past few years. Through a combination of not continuing his education and not keeping up with current trends in technology, the employee is no longer capable of meeting the minimum expectations of this role. Management is struggling to hold the employee accountable while also keeping employee morale positive. There is also a concern that, if placed on a performance improvement plan or a documented coaching program, the employee would respond negatively and retaliate by wreaking havoc on the organization's IT infrastructure. The length of employment has allowed the employee to be protected from accountability in the past. Management has decided that the current situation is no longer acceptable, but they also realize the precarious place they have put the organization in by failing to have sufficient safeguards in place to protect company assets. Management approaches the new HR generalist and asks what steps they can take to either create an environment where the IT manager can succeed or effectively manage the IT manager out of the organization. Prior to this discussion, the HR generalist was not aware of either the previous protections afforded to the employee or of the failure of management to hold the employee accountable. The HR generalist is concerned that management has tolerated this behavior for so long and wonders if there are other employees in the organization who, because of the tenure they have, have been similarly protected from being held accountable or being disciplined. The HR generalist realizes that two issues need to be addressed. The HR generalist wants to ensure that employees are held accountable but also that they are set up for success. How can the HR generalist help make certain this happens? A. Success of the employees shouldn't be a major concern. Since accountably has been such a major issue, that should be the singular focus of HR. B. Ask managers if they feel that job descriptions are accurate. C. Review with management the importance of job descriptions. D. Partner with management to make certain that employees are aware of additional training resources available in order to ensure that they stay current on technology and other job-related requirements as updated yearly.

Partner with management to make certain that employees are aware of additional training resources available in order to ensure that they stay current on technology and other job-related requirements as updated yearly. D is the best response. Partnering with management to ensure that they and their team members are aware of training resources helps to confirm that all members of the team are aligned toward the goal and the vision. This answer also sets a time frame for job description updates. A is incorrect. Not creating a supportive environment that ensures the success of employees would result in low morale, low job performance, and failed business goals. B is incorrect. Simply asking if managers think the description is correct is not an effective method of maintaining job descriptions. C is incorrect. Reviewing the importance of job descriptions is helpful but does not establish an action plan for accountability or employee success. For more information, refer to Module Competencies

Goal setting is most effective when paired with which performance management tool? Performance feedback Role modeling Job rotation Pay-for-performance system

Performance feedback Goal setting is most effective when combined with feedback so progress can be monitored. For more information, refer to Module People, Functional Area 3, Section 3

Which part of a SWOT analysis reflects the external environment? Opportunities and threats Strengths and threats Weaknesses and opportunities Strengths and weaknesses

Opportunities and threats The opportunities and threats pertain to the external environment. An opportunity might be the possibility of opening up a new market, while a threat could be encountering a new competitor. For more information, refer to Module People, Functional Area 1, Section

What term describes the process where training or educational activities occur at multiple levels in an organization? Organizational learning Learning design Climate of engagement Positive organizational culture

Organizational learning Organizational learning occurs at individual, group, and organizational levels. A learning organization learns to react and adapt to its environment. For more information, refer to Module People, Functional Area 4, Section 1

The performance of the head of the IT department (who has been with the company for 19 years) has been eroding in the past few years. Through a combination of not continuing his education and not keeping up with current trends in technology, the employee is no longer capable of meeting the minimum expectations of this role. Management is struggling to hold the employee accountable while also keeping employee morale positive. There is also a concern that, if placed on a performance improvement plan or a documented coaching program, the employee would respond negatively and retaliate by wreaking havoc on the organization's IT infrastructure. The length of employment has allowed the employee to be protected from accountability in the past. Management has decided that the current situation is no longer acceptable, but they also realize the precarious place they have put the organization in by failing to have sufficient safeguards in place to protect company assets. Management approaches the new HR generalist and asks what steps they can take to either create an environment where the IT manager can succeed or effectively manage the IT manager out of the organization. Prior to this discussion, the HR generalist was not aware of either the previous protections afforded to the employee or of the failure of management to hold the employee accountable. The HR generalist is concerned that management has tolerated this behavior for so long and wonders if there are other employees in the organization who, because of the tenure they have, have been similarly protected from being held accountable or being disciplined. The HR generalist realizes that two issues need to be addressed. What should the HR manager recommend to address the more pressing concern regarding the individual employee performance? A. In order to prevent conflict, privately confront the employee directly and state that accountability will be consistent for all employees from this point forward. B. Review with management the issues that have been ongoing and what the expectations for the employee will be in the future. C. Partner with management to create a performance improvement plan that addresses current shortcomings but also sets up a plan to address them and a time line to resolve them. D. Meet with both management and the employee to gather additional information to make a more informed recommendation.

Partner with management to create a performance improvement plan that addresses current shortcomings but also sets up a plan to address them and a time line to resolve them. C is the best response. Creating a performance improvement plan allows the employee to address and acknowledge the issues. It also allows for employee buy-in to the solutions and sets up a clearly defined time line for improvement. A is incorrect. Confronting the employee alone, without management, and without a documented plan, would be inappropriate for the HR generalist to do. B is incorrect. Management is aware of the issues; additionally, they are aware of the expectations of the position. D is incorrect. Gathering more information does not appear necessary based on the facts presented in the scenario. For more information, refer to Module Competencies

In the four-layer model of diversity, which layer includes cognitive and learning styles? Personality Internal dimensions External dimensions Organizational dimensions

Personality At the center, or personality, layer are matters unique to each individual: style and characteristics, preferences, perceptions, behavioral predispositions, cognitive and learning styles, all of which are influenced by, and in turn influence, the successive outer layers. For more information, refer to Module Workplace, Functional Area 12, Section 1

Which situation that leads to workplace violence can be controlled by an organization? Domestic problems Pressure for increased productivity Unstable economy Low employee self-esteem

Pressure for increased productivity Conditions causing employee frustration and anger can lead to violence. Examples include pressure for productivity, rigid management style, and layoffs. For more information, refer to Module Workplace, Functional Area 13, Section 3

Which tools are used in building an employment brand? Needs analysis Organizational structure Principles of marketing Industry data

Principles of marketing Job candidates need to be approached in much the same way as prospective customers: carefully identified and targeted, attracted to the company and what it has to offer, and sold on the job. For more information, refer to Module People, Functional Area 2, Section 1

The CEO of a manufacturing company decides that restructuring of the organization is needed immediately in order to support the company's current business needs. The CEO decides to implement a team-based work structure, believing that work decisions need to be made by the employees doing the work. A consultant is brought in to provide managers and employees with training on working as a team. In the proposed team structure, supervisors and managers are to act as coaches over administrative and production teams. Coaches are to oversee and assist their teams but are still responsible for production. Employees are to act as team members, with each team electing a team leader. The company's office staff consists of purchasing, accounting, engineering, IT, and sales employees and provides support mostly for the first shift. Newly hired employees start on the second shift and work their way up to the first shift. The new team structure has been implemented, and some areas of the organization are struggling with operating in the structure. Decisions in all areas of the organization that were once made quickly are now delayed because of confusion as to who has the authority to make them. There is a lack of accountability among team members and coaches. Teams now tasked with making decisions concerning their work are waiting for management to intervene and make those decisions, and coaches once tasked with making decisions now wait for the teams to make the decisions. Teams avoid disciplining and giving effective performance reviews of fellow team members. Morale is low, tensions are high, and turnover is rising. Conflicts arise constantly between teams and departments. Production is falling, and shipments are slipping. Acknowledging that there is high turnover in teams, what should HR do to assist teams in making workplace decisions on their own? A. Encourage the employees to be patient and ensure them that things will get better. B. Consult with the team leaders to understand their perspective. C. Provide additional training to the team coaches on giving their teams ongoing support and coaching to help them in making better workplace decisions. D. Offer team leaders incentives to perform better.

Provide additional training to the team coaches on giving their teams ongoing support and coaching to help them in making better workplace decisions. C is the best answer. Coaches can provide immediate and ongoing support and guidance to their teams and team leaders. A is incorrect. Although HR should offer words of encouragement, using only this approach does not offer a tangible solution for the issue. B is incorrect. Consulting team leaders is not going to provide them with the ability to make better decisions. D is incorrect. Without the needed skills and support, offering incentives to team leaders will not help them make better decisions. For more information, refer to Module Competencies

The CEO of a manufacturing company decides that restructuring of the organization is needed immediately in order to support the company's current business needs. The CEO decides to implement a team-based work structure, believing that work decisions need to be made by the employees doing the work. A consultant is brought in to provide managers and employees with training on working as a team. In the proposed team structure, supervisors and managers are to act as coaches over administrative and production teams. Coaches are to oversee and assist their teams but are still responsible for production. Employees are to act as team members, with each team electing a team leader. The company's office staff consists of purchasing, accounting, engineering, IT, and sales employees and provides support mostly for the first shift. Newly hired employees start on the second shift and work their way up to the first shift. The new team structure has been implemented, and some areas of the organization are struggling with operating in the structure. Decisions in all areas of the organization that were once made quickly are now delayed because of confusion as to who has the authority to make them. There is a lack of accountability among team members and coaches. Teams now tasked with making decisions concerning their work are waiting for management to intervene and make those decisions, and coaches once tasked with making decisions now wait for the teams to make the decisions. Teams avoid disciplining and giving effective performance reviews of fellow team members. Morale is low, tensions are high, and turnover is rising. Conflicts arise constantly between teams and departments. Production is falling, and shipments are slipping. Some teams are having trouble making the transition to the team structure. What is the best recommendation HR can make to resolve this problem and keep production at acceptable levels? A. Recommend that coaches be placed back over the teams to manage the operation until the teams can develop the skills needed to manage themselves. B. Consider returning to the previous organizational structure and doing away with the team structure. C. Do nothing yet, since the structure is new and will take time to work correctly. D. Recommend that only senior employees on each team assume the role of team leader to provide the most experienced leadership to the team.

Recommend that coaches be placed back over the teams to manage the operation until the teams can develop the skills needed to manage themselves. A is the best answer. Returning the coaches to positions of managers over dysfunctional teams allows production to continue at acceptable levels while giving dysfunctional teams time to become more self-managing. B is incorrect. The CEO wants the team structure change, and abandoning the change at this point is not going to teach teams to work together or improve production. C is incorrect. Doing nothing could only make the situation worse by hurting morale and increasing turnover, thus impacting production. As such, the HR manager needs to provide the tools and resources to the employees in order for them to be successful. D is incorrect. The most senior employees on each dysfunctional team won't necessarily be the best team leaders. This is not a solution to improving team skills or maintaining production. For more information, refer to Module Competencies

The CEO of a manufacturing company decides that restructuring of the organization is needed immediately in order to support the company's current business needs. The CEO decides to implement a team-based work structure, believing that work decisions need to be made by the employees doing the work. A consultant is brought in to provide managers and employees with training on working as a team. In the proposed team structure, supervisors and managers are to act as coaches over administrative and production teams. Coaches are to oversee and assist their teams but are still responsible for production. Employees are to act as team members, with each team electing a team leader. The company's office staff consists of purchasing, accounting, engineering, IT, and sales employees and provides support mostly for the first shift. Newly hired employees start on the second shift and work their way up to the first shift. The new team structure has been implemented, and some areas of the organization are struggling with operating in the structure. Decisions in all areas of the organization that were once made quickly are now delayed because of confusion as to who has the authority to make them. There is a lack of accountability among team members and coaches. Teams now tasked with making decisions concerning their work are waiting for management to intervene and make those decisions, and coaches once tasked with making decisions now wait for the teams to make the decisions. Teams avoid disciplining and giving effective performance reviews of fellow team members. Morale is low, tensions are high, and turnover is rising. Conflicts arise constantly between teams and departments. Production is falling, and shipments are slipping. Second shift employees are usually new hires who need guidance and direction on the job. With no supervision on the production floor, production issues increase and employees have no sense of urgency or interest. What is the best action the HR manager can take to correct this issue? A. Wait for a period of time to give the teams an opportunity to handle the situation. B. Revert to the old structure the company was using. C. Recommend that the coaches be placed back on the second shift production floor, not to supervise but to provide guidance and direction to the younger teams and team leaders. D. Recommend that the company not use the team concept on the second shift.

Recommend that the coaches be placed back on the second shift production floor, not to supervise but to provide guidance and direction to the younger teams and team leaders. C is the best answer. The employees on the second shift need direction, the team leaders are younger and less experienced in handling conflicts, and there is less administrative support on the second shift. Someone needs to be there to make decisions. A is incorrect. The issue on the second shift is urgent and needs to be addressed immediately. B is incorrect. The old structure did not meet the company's business needs, thus need for the change in the first place. D is incorrect. The employees on the second shift will eventually move to the first shift, and they need the experience of how the team concept works. For more information, refer to Module Competencies

An employee life cycle describes all of the activities associated with an employee's tenure in the organization. What is the first phase in the employee life cycle? Development Performance management Recruitment Onboarding and orientation

Recruitment Recruitment initiates the employer-employee relationship and begins the employee's life cycle. For more information, refer to Module People, Functional Area 3, Section 3

Which function has the most responsibility for future revenue stream generation? Marketing and sales Operations Information technology Research and development

Research and development Since research and development is responsible for new product design and development, it's the function most responsible for future revenue stream generation. For more information, refer to Module Organization, Functional Area 6, Section 2

In a midsummer strategy session, a company determines that they will close their West Coast manufacturing unit and move the entire manufacturing effort to the East Coast business head office. To bring the East Coast office fully online, 90 new positions will have to be filled. The work is going to migrate to the East Coast over a 90-day period that will begin September 1. HR has been asked for advice and support. What is the best action for HR to take to begin to support this business initiative? A. Initiate the layoff process for the employees located on the West Coast. B. Ask business partners for their ideas about what might be needed to support this initiative. C. Talk to the employees in the business and determine their interest in the positions on the East Coast. D. Review all of the job descriptions, current salaries and benefits, and existing policies to support the initiative.

Review all of the job descriptions, current salaries and benefits, and existing policies to support the initiative. D is the best answer. Accurate job descriptions and updated policies and procedures provide the proper infrastructure to support all aspects of the initiative. A is incorrect. Although layoffs may need to occur, HR should not initiate any layoffs without discussing it with the company's leadership. B is incorrect. Asking business partners for their thoughts before offering a framework for the support needed would not position HR as a strategic participant in the business. C is incorrect. Although offering internal transfers to the East Coast might be a component of the overall strategy, it is not the best starting point. For more information, refer to Module Competencies

In a midsummer strategy session, a company determines that they will close their West Coast manufacturing unit and move the entire manufacturing effort to the East Coast business head office. To bring the East Coast office fully online, 90 new positions will have to be filled. The work is going to migrate to the East Coast over a 90-day period that will begin September 1. HR has been asked for advice and support. In trying to ensure strategic alignment of human capital activities, what would be most beneficial to HR? A. Scheduling a meeting with the business leaders to understand business needs and goals B. Networking with colleagues to determine which activities they may have used in similar situations C. Reviewing and assessing past activities of this type and then building an appropriate process for this initiative D. Interviewing all managers in the affected unit to determine what support they would need for the move, but only when it is really necessary

Scheduling a meeting with the business leaders to understand business needs and goals A is the best answer. Spending time in consultation with the business leaders about the business case will help HR quickly identify the key elements needed for successfully supporting the initiative. B is incorrect. Information from the network will not be sufficiently specific to this initiative. C is incorrect. Looking at past similar activities will provide some insights but not as much as can be gained through consulting with the business leaders and managers. D is incorrect. Understanding managers' needs is always necessary. For more information, refer to Module Competencies

What is likely to be of the most concern to the chief information officer or IT director? Security HRIS features and capabilities Intranet technologies ERP sponsorship

Security Understanding the perspectives, challenges, and objectives of internal stakeholders is essential to HR's role as a strategic business partner. The security of the organization's information assets is a major concern for executive management, especially the chief information officer. Anything that impacts security will be closely scrutinized. For more information, refer to Module Organization, Functional Area 6, Section 2

A major provider of health-care services, under a new senior leadership team, is embarking on a turnaround of the organization, which will impact all of its locations around the world. The CEO asks the CHRO to conduct an assessment of the compliance function in the context of the current state of affairs and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO conducts an audit with all first- and second-tier managers to identify critical gaps and then conducts one-on-one interviews to clarify and validate findings. Simultaneously, the CHRO conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain insight as to where improvements could be made. The CHRO is able to share with the CEO and the rest of the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure, along with standardization of practices and polices related to regulatory compliance. Compliance rises to the top of the senior leadership team's concerns. After much discussion and debate as to having a standardized versus localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. How should the CHRO assess the impact of these changes on the business goals and objectives? A. Communicate and post compliance requirements in each location. B. Measure the number of locations in compliance with regulatory requirements. C. Conduct an employee satisfaction survey. D. Select metrics that allow the organization to make sound business decisions and drive behavior change.

Select metrics that allow the organization to make sound business decisions and drive behavior change. D is the best response. It is important to gather data in a manner that determines whether there is a cause-and-effect relationship between compliance and ethics programs and key outcomes. Without such a correlation, the company will not know whether it is making progress toward the intended destination. That destination needs to be agreed upon up-front by the entire leadership team. A is incorrect. Communicating or posting compliance requirements on bulletin boards is not enough to assess the impact on the organization. Thoughtful and effective compliance programs provide guidance for making ethical business decisions that balance conflicting interests. Compliance programs need to be continuously evolving, encouraged, and valued at the highest levels. B is incorrect. This activity measures behavior but does not drive behavioral change. C is incorrect. Although satisfaction surveys are important, they will not assess the impact of these changes on the business goals and objectives. For more information, refer to Module Competencies

Negotiations for an executive at a company have stalled with a prospective new international partner. How can the organization's global HR expert contribute to a better negotiation outcome for this executive? Negotiate with finance on behalf of the executive to secure additional funding. Offer to take the place of the executive at the negotiating table. Share the cultural perspective of the other side in the negotiation. Coach the executive on hard negotiating tactics committed to winning.

Share the cultural perspective of the other side in the negotiation. By sharing the cultural perspective, HR will help the executive understand the values of the other side as well as what they hope to achieve through negotiation. Differences can be used to craft agreements that allow both sides to "win." For more information, refer to Module Competencies

An organization has some managers who have too many employees reporting to them, hindering efficiency and resulting in conflicting goals. Which type of organizational effectiveness and development strategy will address this problem? Process Technological Structural Interpersonal

Structural Structural intervention strategies look at how the organization is helped or hindered by its organizational structure. Interpersonal strategies deal with work relationships between employees, and technological (process) strategies focus on activities such as work process flow and coordination among departments. For more information, refer to Module Organization, Functional Area 7, Section 3

A hospital has recently seen a significant increase in turnover of nurses. Many recent hires have left to work at a nearby privately run clinic. The HR business partner for the hospital has been asked to design and oversee a recruitment campaign to attract ten new nurses and an additional five nurse trainees. One of the measures of success that has been given to the HR business partner is that these new hires need to remain with the hospital for a minimum of 18 months. The hospital is looking to have these individuals onboarded within six weeks. While trying to manage recruiting and hiring, the HR business partner keeps thinking about the hospital's retention issue. In reviewing exit interview information, the business partner has noticed a trend: Many of the nurses who have left indicated that the private clinic has a more modern location and great employee facilities that include a gym and an indoor swimming pool. Hospital leadership has also been criticized, in particular, the hospital administrator. Over lunch with an HR acquaintance who works at the private clinic, the business partner tries to find out why the clinic has been so successful in attracting and retaining staff. To the HR business partner's surprise, the colleague offers to share this information if the business partner provides information about the hospital's wage and benefits structure. The business partner promises to think about this offer. Later, the HR business partner is jogging with a former college mentor and mentions the stress of having to deal with the loss of so many good employees to the private clinic. "Hmm," the professor responds, "That's ironic. We had a financial manager from the clinic apply for a full-time teaching position. She hinted that the clinic was not on solid ground financially." Should the HR business partner agree to the colleague's offer to discuss recruiting in exchange for wage and benefit information? A. The HR business partner should provide information but be as vague as possible. B. The HR business partner should share the information and get the information in return as a cost-effective way to obtain the necessary information. C. The HR business partner should ignore the request from his friend. D. The HR business partner should decline the offer, recommend that the clinic participate in a broader industry wage survey, and share names of good surveys.

The HR business partner should decline the offer, recommend that the clinic participate in a broader industry wage survey, and share names of good surveys. D is the best response, as the HR business partner is demonstrating his commitment to upholding an ethical approach to information sharing as well as maintaining the relationship with his former colleague. A is incorrect. Providing general information could lead to misinterpretation that may create reputational risk for the hospital, and, although specific information is not being provided, it could have ethical implications. B is incorrect, as this has the potential to violate employment laws aimed at restricting salary fixing. C is incorrect. Ignoring the request may harm the relationship that the HR business partner has with the former colleague. For more information, refer to Module Competencies

What does OSHA's General Duty Clause mandate? That employees need not report for duty if their safety is at risk That employers must provide work environments free of recognized hazards to safety That employers develop standards if none exist for their industries That employees report unsafe working conditions to OSHA

That employers must provide work environments free of recognized hazards to safety The General Duty Clause of the Occupational Safety and Health Act requires that employers provide a work environment free of recognized hazards that could cause employee death or serious physical harm to employees, even if there are no standards governing the work area or industry. For more information, refer to Module Workplace, Functional Area 15, Section 3

What type of learning is characterized by rapid and easy access and opportunities for continuous learning? The "push" model of training E-learning The "pull" model of learning Blended learning

The "pull" model of learning The "pull" model of learning and development is a continuous process, with training "pulled" seamlessly through computers or mobile devices anywhere, anytime. "Pull" training is usually linked to acquiring skills, abilities, knowledge, and competencies needed to better perform one's job. "Pull" models may use e-learning and blended delivery methods. For more information, refer to Module People, Functional Area 4, Section 1

A hospital has recently seen a significant increase in turnover of nurses. Many recent hires have left to work at a nearby privately run clinic. The HR business partner for the hospital has been asked to design and oversee a recruitment campaign to attract ten new nurses and an additional five nurse trainees. One of the measures of success that has been given to the HR business partner is that these new hires need to remain with the hospital for a minimum of 18 months. The hospital is looking to have these individuals onboarded within six weeks. While trying to manage recruiting and hiring, the HR business partner keeps thinking about the hospital's retention issue. In reviewing exit interview information, the business partner has noticed a trend: Many of the nurses who have left indicated that the private clinic has a more modern location and great employee facilities that include a gym and an indoor swimming pool. Hospital leadership has also been criticized, in particular, the hospital administrator. Over lunch with an HR acquaintance who works at the private clinic, the business partner tries to find out why the clinic has been so successful in attracting and retaining staff. To the HR business partner's surprise, the colleague offers to share this information if the business partner provides information about the hospital's wage and benefits structure. The business partner promises to think about this offer. Later, the HR business partner is jogging with a former college mentor and mentions the stress of having to deal with the loss of so many good employees to the private clinic. "Hmm," the professor responds, "That's ironic. We had a financial manager from the clinic apply for a full-time teaching position. She hinted that the clinic was not on solid ground financially." As the deadline approaches, the HR business partner has not met the hiring goal. What should the HR business partner do next? A. The HR business partner should reach out to the clinic employees and share the financial rumor. B. The HR business partner should meet with the hospital administrator to review success to date, renegotiate the deadline, and propose a strategy to fill the last few positions. C. The HR business partner should still try and meet the deadline; however, if the goal is not accomplished, then the HR business partner should inform the administrator on the day of the deadline. D. The HR business partner should tell the administrator that the hiring is complete and, on the date of orientation, explain that three of the nurses have declined the offer.

The HR business partner should meet with the hospital administrator to review success to date, renegotiate the deadline, and propose a strategy to fill the last few positions. B is the best response, as it demonstrates that the HR business partner is aware of his shortcomings and is not trying to hide the fact that he may be unsuccessful. A is incorrect. By using nonfactual information, the HR business partner is not only causing risk to the hospital; if he hires employees from the clinic and the rumor is not true, he faces additional engagement issues at the hospital. Employees may also see this as an unethical action on the part of the HR business partner and/or the hospital. C is incorrect. The HR manager needs to maintain an open and honest dialogue with the administrator and give ample notice if there is a possibility that the deadline isn't going to be met. D is incorrect. By taking this approach, the HR business partner is hiding his deficiencies and taking an unethical step to cover up his lack of success. For more information, refer to Module Competencies

A hospital has recently seen a significant increase in turnover of nurses. Many recent hires have left to work at a nearby privately run clinic. The HR business partner for the hospital has been asked to design and oversee a recruitment campaign to attract ten new nurses and an additional five nurse trainees. One of the measures of success that has been given to the HR business partner is that these new hires need to remain with the hospital for a minimum of 18 months. The hospital is looking to have these individuals onboarded within six weeks. While trying to manage recruiting and hiring, the HR business partner keeps thinking about the hospital's retention issue. In reviewing exit interview information, the business partner has noticed a trend: Many of the nurses who have left indicated that the private clinic has a more modern location and great employee facilities that include a gym and an indoor swimming pool. Hospital leadership has also been criticized, in particular, the hospital administrator. Over lunch with an HR acquaintance who works at the private clinic, the business partner tries to find out why the clinic has been so successful in attracting and retaining staff. To the HR business partner's surprise, the colleague offers to share this information if the business partner provides information about the hospital's wage and benefits structure. The business partner promises to think about this offer. Later, the HR business partner is jogging with a former college mentor and mentions the stress of having to deal with the loss of so many good employees to the private clinic. "Hmm," the professor responds, "That's ironic. We had a financial manager from the clinic apply for a full-time teaching position. She hinted that the clinic was not on solid ground financially." How might the HR business partner go about addressing the broader trends uncovered in the exit interviews? A. The HR business partner should communicate the results to all managers individually and seek their input and feedback. B. The HR business partner should not give credence to the feedback received during exit interviews. C. The HR business partner should view this as an opportunity to look for a new job, as he will not be successful in changing the culture of the organization. D. The HR business partner should recap the trends for the hospital's leadership team and recommend specific changes in programs and practices.

The HR business partner should recap the trends for the hospital's leadership team and recommend specific changes in programs and practices. D is the best response, as the HR business partner is taking a strategic view, understanding trends, and making recommendations. By taking this approach, the HR business partner is also able to demonstrate value by showing the competencies of Business Acumen and Leadership and Navigation, which increases his credibility. A is incorrect. This approach does not address broader trends but looks only at individual management responses. B is incorrect. The exit interviews are a valuable tool that provide the organization with information they might not otherwise receive. C is incorrect. There is no indication that employee engagement is an issue throughout the hospital. The HR business partner has the opportunity to add value to the organization and potentially lead any change efforts involved in the recommendations. For more information, refer to Module Competencies

A hospital has recently seen a significant increase in turnover of nurses. Many recent hires have left to work at a nearby privately run clinic. The HR business partner for the hospital has been asked to design and oversee a recruitment campaign to attract ten new nurses and an additional five nurse trainees. One of the measures of success that has been given to the HR business partner is that these new hires need to remain with the hospital for a minimum of 18 months. The hospital is looking to have these individuals onboarded within six weeks. While trying to manage recruiting and hiring, the HR business partner keeps thinking about the hospital's retention issue. In reviewing exit interview information, the business partner has noticed a trend: Many of the nurses who have left indicated that the private clinic has a more modern location and great employee facilities that include a gym and an indoor swimming pool. Hospital leadership has also been criticized, in particular, the hospital administrator. Over lunch with an HR acquaintance who works at the private clinic, the business partner tries to find out why the clinic has been so successful in attracting and retaining staff. To the HR business partner's surprise, the colleague offers to share this information if the business partner provides information about the hospital's wage and benefits structure. The business partner promises to think about this offer. Later, the HR business partner is jogging with a former college mentor and mentions the stress of having to deal with the loss of so many good employees to the private clinic. "Hmm," the professor responds, "That's ironic. We had a financial manager from the clinic apply for a full-time teaching position. She hinted that the clinic was not on solid ground financially." The leadership team agrees with many of the HR business partner's recommendations on how to address the employee engagement issues. What is the best approach for the HR business partner to take as he begins to tackle this task? A. The HR business partner should let the leadership team determine the best course of action for the hospital and implement what they decide. B. The HR business partner should advise that the leadership team take a wait-and-see approach and suggest that they not do anything. C. The HR business partner should rely on the leadership team to develop and implement a strategy. D. The HR business partner should work with the leadership team to develop a complete strategy to improve and sustain employee engagement.

The HR business partner should work with the leadership team to develop a complete strategy to improve and sustain employee engagement. D is the best response, as ideally an employee engagement strategy should be created before the engagement survey is administered. The strategy identifies communication approaches, how action areas will be identified, what measurable outcomes will be used to evaluate progress, what specific actions will be taken to address the survey results, and how the engagement strategy will be sustained over time. This also allows for the entire leadership team to be involved and committed to the process. A is incorrect. The HR business partner's role is to engage and interact with the leadership team: guiding, influencing, and advising them on the best approach to take when it comes to human capital issues. B is incorrect. It shows that the HR business partner is not attuned to the business risks that could be associated with a do-nothing approach. With this approach, the hospital can expect to see the same results of employees leaving. C is incorrect. As part of HR's strategic role, the HR business partner needs to work closely with leadership to develop and implement the strategy. For more information, refer to Module Competencies

A division of a company lacks a compensation structure for hourly and salaried employees. This presents problems in establishing initial pay rates for new hires, poses a risk of pay inequity within job titles between employees at each location, calls into question whether the division's pay rates are competitive, and likely results in retention issues. The division recognizes that it requires a compensation structure for review of existing employees' pay rates, including competitiveness, and also for newly hired employees' starting rates of pay. For a number of years, the division has relied upon general managers or the president to determine initial pay rates for new hires as well as promotion rates. They base the promotional pay rates on factors such as how many hours the employees work and the number of days of absence. No pay ranges exist. On occasion, an HR representative from another division has offered general advice on pay practices; however, they have their own divisional HR responsibilities. After suffering over a number of years from no pay ranges or HR expertise, the divisional president chooses to bring in a contract HR leader to research, design, and implement an appropriate pay structure for all positions. How should the HR leader address the information uncovered in relation to promotional pay practices? A. The HR leader should implement a wage structure program. B. In order to be transparent, the HR leader should share the information with all employees. C. The HR leader should not worry about the practice, as it has worked for the organization for years. D. The HR leader should benchmark multiple data sources and recommend a comprehensive structure for all positions.

The HR leader should benchmark multiple data sources and recommend a comprehensive structure for all positions. D is the best response. While the current practice might not be unlawful, it has the potential to be a cause for concern and may be unethical. The president rightly has decided to bring in knowledgeable expertise in the area of compensation to drive this project, as he is not proficient in compensation and the continuation of the ad hoc approach could lead to legal or other issues. A is incorrect, as implementing a wage structure without review and approval of the division president would not be a practical or ethical approach for the HR leader to take. B is incorrect. Although transparency is critical, this may not be the type of information to share with all employees, nor is it within the purview of the HR leader to make the decision to share the data. C is incorrect, as the practice is putting the organization at risk. By ignoring the questionable practice, the HR leader may be condoning the behavior. For more information, refer to Module Competencies

A division of a company lacks a compensation structure for hourly and salaried employees. This presents problems in establishing initial pay rates for new hires, poses a risk of pay inequity within job titles between employees at each location, calls into question whether the division's pay rates are competitive, and likely results in retention issues. The division recognizes that it requires a compensation structure for review of existing employees' pay rates, including competitiveness, and also for newly hired employees' starting rates of pay. For a number of years, the division has relied upon general managers or the president to determine initial pay rates for new hires as well as promotion rates. They base the promotional pay rates on factors such as how many hours the employees work and the number of days of absence. No pay ranges exist. On occasion, an HR representative from another division has offered general advice on pay practices; however, they have their own divisional HR responsibilities. After suffering over a number of years from no pay ranges or HR expertise, the divisional president chooses to bring in a contract HR leader to research, design, and implement an appropriate pay structure for all positions. How should the HR leader maximize benchmark source data to establish new pay ranges? A. The HR leader should compare, contrast, and analyze multiple different data sources to design a new wage structure that is best for the division. B. The HR leader should apply cost-of-living adjustments to one data source, favoring that source over any others. C. The HR leader should use the source data to identify compliance issues that have existed for many years. D. Due to the organization's previous stance on compensation, the HR leader should primarily focus on judgmental forecasting, specifically utilizing the general managers as a primary source.

The HR leader should compare, contrast, and analyze multiple different data sources to design a new wage structure that is best for the division. A is the best response, as it is important to consider multiple sources, particularly if the job titles are unique. This will facilitate a broader, more inclusive approach to examining wages across different regions as well as varying types of positions. The organization's culture and willingness to pay also factor into the final product. B is incorrect, as applying a cost-of-living adjustment to one data source is not a way to benchmark data to current practices. Ideally, a minimum of three data sources should be used in benchmarking to compare information and validate data. C is incorrect, as the source data will not necessarily indicate if compliance issues exist. D is incorrect. Given the company's previous approach to compensation, quantitative benchmark source data would serve the organization's needs more effectively. For more information, refer to Module Competencies

A division of a company lacks a compensation structure for hourly and salaried employees. This presents problems in establishing initial pay rates for new hires, poses a risk of pay inequity within job titles between employees at each location, calls into question whether the division's pay rates are competitive, and likely results in retention issues. The division recognizes that it requires a compensation structure for review of existing employees' pay rates, including competitiveness, and also for newly hired employees' starting rates of pay. For a number of years, the division has relied upon general managers or the president to determine initial pay rates for new hires as well as promotion rates. They base the promotional pay rates on factors such as how many hours the employees work and the number of days of absence. No pay ranges exist. On occasion, an HR representative from another division has offered general advice on pay practices; however, they have their own divisional HR responsibilities. After suffering over a number of years from no pay ranges or HR expertise, the divisional president chooses to bring in a contract HR leader to research, design, and implement an appropriate pay structure for all positions. How should the HR leader approach analyzing internal equity among the employee population, within each job title, as part of the wage structure project? A. In order to avoid disruption to the business, the HR leader should keep the pay rates of the current employees the same and focus only on the pay rates of those who are hired from this point forward. B. The HR leader should review employees' rates of pay to determine if they are appropriately positioned within the range. C. The HR leader should recommend that newly hired employees be paid a minimum rate of pay when joining the organization. D. The HR leader should focus only on nonmonetary items to address internal equity.

The HR leader should review employees' rates of pay to determine if they are appropriately positioned within the range. B is the best response, as understanding where current employees are in the pay range is a key first step in analyzing internal equity. This also takes into account tenure and overall experience and would need to be completed before introducing any new hire into the same position and range. A is incorrect. Focusing only on the pay rates of future employees will not solve the current equity issues of the company. C is incorrect, as implementing wage structure changes would not be appropriate without a full analysis. D is incorrect, as focusing only on nonmonetary items is not part of a wage structure analysis and review. For more information, refer to Module Competencies

The performance of the head of the IT department (who has been with the company for 19 years) has been eroding in the past few years. Through a combination of not continuing his education and not keeping up with current trends in technology, the employee is no longer capable of meeting the minimum expectations of this role. Management is struggling to hold the employee accountable while also keeping employee morale positive. There is also a concern that, if placed on a performance improvement plan or a documented coaching program, the employee would respond negatively and retaliate by wreaking havoc on the organization's IT infrastructure. The length of employment has allowed the employee to be protected from accountability in the past. Management has decided that the current situation is no longer acceptable, but they also realize the precarious place they have put the organization in by failing to have sufficient safeguards in place to protect company assets. Management approaches the new HR generalist and asks what steps they can take to either create an environment where the IT manager can succeed or effectively manage the IT manager out of the organization. Prior to this discussion, the HR generalist was not aware of either the previous protections afforded to the employee or of the failure of management to hold the employee accountable. The HR generalist is concerned that management has tolerated this behavior for so long and wonders if there are other employees in the organization who, because of the tenure they have, have been similarly protected from being held accountable or being disciplined. The HR generalist realizes that two issues need to be addressed. After meeting with several of the managers of the organization and discussing employees, the HR generalist arrives at the conclusion that managers are uncomfortable having accountability conversations with employees. What should the HR generalist recommend to rectify the issue? A. The HR manager should hire an external consultant to create and deliver training to give managers confidence in having accountability conversations. B. The HR manager should have the conversations on behalf of the managers. C. The HR manager should conduct a survey of managers to gauge their level of confidence, create a training tool designed to aid in developing their confidence, and set a time line for completion of the training. D. The HR manager should create a tracking tool to see how often managers are having meetings with their direct reports and coach the managers who fail to have meetings often enough.

The HR manager should conduct a survey of managers to gauge their level of confidence, create a training tool designed to aid in developing their confidence, and set a time line for completion of the training. C is the best response. Conducting a survey internally allows for company-specific data to drive decision making. Additionally, creating an in-house tool allows for more control of the finished product and having a time line for completion ensures compliance. A is incorrect because there is no decision-making process to decide if an external consultant would provide additional value or what the potential return on investment would be. B is incorrect. Although the HR manager could be present for these conversations if need be, the managers who specifically have oversight of the employees should have these discussions. Moreover, this would not solve the issue of assisting managers in gaining confidence in having accountability discussions with their employees. D is incorrect. Tracking meetings and arbitrarily deciding on a number fail to take into account individual employee development. For more information, refer to Module Competencies

An HR manager is asked by the vice president (VP) of HR to define and implement a simulation-based assessment center that uses specially trained observers to rate each candidate's performance. The need is to assess which employees have potential for promotion into management, and the VP of HR is familiar with this practice, having used the technique in a prior company. She sees the assessment center as a best practice innovation. The VP of HR is new to this company. She came from a large but entirely domestic organization with an aging workforce. She is aware of the need for building a talent pipeline, and her instincts are toward merit-based promotion. Her new company is a global organization with eight operations located around the world. It is highly diverse in terms of ethnicity. The average worker is probably 15 to 20 years younger than the VP of HR is used to. In researching methodologies, the HR manager stumbles onto an online assessment system that requires no trainers and raters, takes 25% of the time to complete that the assessment center process takes, and has higher validity and reliability as an assessment technique. Given that the VP of HR has already indicated a preference for the assessment center approach, what would be the most effective way to reopen the options for this project? A. The HR manager should lobby the other VPs to convince the VP of HR to consider other options. B. The HR manager should emphasize business needs met by the online assessment option that are not provided by the traditional method. C. The HR manager should urge the VP of HR to experience the online option by completing an online assessment herself. D. The HR manager should conduct a small pilot study on his own and present actual company-related data rather than the manufacturer's claims.

The HR manager should emphasize business needs met by the online assessment option that are not provided by the traditional method. B is the best answer. It is objective and focuses on business needs. A is incorrect. This would undermine the VP of HR and could have a negative impact on her working relationship with the HR manager. C is incorrect. This approach may put the VP of HR on uncomfortable and unfamiliar ground and damage trust. D is incorrect. This usurps the VP of HR's authority and could be seen as a challenge to the VP's authority, especially as the VP is new to the organization. For more information, refer to Module Competencies

What is the relationship between an organization's code of conduct and its compliance program? The compliance program identifies infractions of corporate rules; the code of conduct determines appropriate punishments. The code of conduct defines organizational standards for compliance and ethical issues; the compliance program ensures that everyone can understand and adhere to that code. The code of conduct deals with ethical issues; the compliance program deals with legal issues. The code of conduct is intended for management; the compliance program is intended for employees.

The code of conduct defines organizational standards for compliance and ethical issues; the compliance program ensures that everyone can understand and adhere to that code. Key to good governance are developing organizational standards for behavior, communicating principles and standards throughout the organization, and training managers and employees in how to apply these standards to common work-related situations. The foundation for this is the code of conduct, which forms the basis of the organization's specific policies and procedures regarding compliance and ethical issues. The compliance program, in turn, proactively ensures that all members of the organization understand and adhere to that code and are able to apply it to new situations and issues as they arise. For more information, refer to Module Workplace, Functional Area 14, Section 4

A division of a company lacks a compensation structure for hourly and salaried employees. This presents problems in establishing initial pay rates for new hires, poses a risk of pay inequity within job titles between employees at each location, calls into question whether the division's pay rates are competitive, and likely results in retention issues. The division recognizes that it requires a compensation structure for review of existing employees' pay rates, including competitiveness, and also for newly hired employees' starting rates of pay. For a number of years, the division has relied upon general managers or the president to determine initial pay rates for new hires as well as promotion rates. They base the promotional pay rates on factors such as how many hours the employees work and the number of days of absence. No pay ranges exist. On occasion, an HR representative from another division has offered general advice on pay practices; however, they have their own divisional HR responsibilities. After suffering over a number of years from no pay ranges or HR expertise, the divisional president chooses to bring in a contract HR leader to research, design, and implement an appropriate pay structure for all positions. Why should the division president be concerned about having a competitive and equitable compensation structure? A. The president is trying to create a business partnering approach with HR and the chief financial officer. B. The president can ensure that the organizational strategy is positively impacted by having an appropriate reward system for the employees. C. The president shouldn't be concerned, since the organization has survived so long without having a formal compensation structure in place. D. The president can use this as a knowledge-sharing opportunity.

The president can ensure that the organizational strategy is positively impacted by having an appropriate reward system for the employees. B is the best response, as this allows the president, in conjunction with the HR leader, to understand the impact that an ineffective compensation program has on the achievement of the organizational strategy. A is incorrect. While partnerships are important, they are developed through demonstrating other competencies such as relationship management. C is incorrect. The organization's compensation structure is something the president should be concerned about, since it could have an impact on the organization's overall strategy. D is incorrect, as knowledge sharing is not the most important consideration at this point in time. For more information, refer to Module Competencies

A highly matrixed, decentralized international company has six business units in various locations. Although there's a corporate human resources team with all HR functions represented, each business unit also has its own HR department and functions. All of them operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis. A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include reduction in HR practitioners/cost savings, improved consistency, and elevated expertise. An HR manager who has been with one business unit for the last six years has joined a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, they have been looking at the pros and cons of different HR structures and are discussing a shared services approach. Any changes to the HR structure or delivery model can create anxiety among employees. How should the team address employee fears? A. The team should do nothing, as it is too early to create a communication plan. B. The team should create a communication plan when they start to hear feedback during the implementation of the new structure and delivery model. C. The team should create a communication plan outlining high-level changes that the organization is considering. D. The team should informally begin talking with employees about changes that could occur

The team should create a communication plan outlining high-level changes that the organization is considering. C is the best response, as communication is at the core of all successful change initiatives. The plan will outline the best times to communicate and what the message will be. Ideally communication plans should be developed in tandem with the rest of the project so as to not lose sight of this critical process. A is incorrect, as it is never too early to start the communication plan. B is incorrect, as it would be too late at the point of implementation to create a communication plan. Doing so could jeopardize the success of the implementation of a new structure and HR delivery model. D is incorrect, as it would be important for the team to communicate with employees in a formal manner and provide accurate information. For more information, refer to Module Competencies

HR has been asked to target and identify how to improve employee performance. This will necessitate examining current organizational competencies against those needed in the future and reconciling the differences. What process would help HR to make these determinations? Workforce analysis Benchmarking Talent management Succession planning

Workforce analysis Workforce analysis would allow HR to mine employee data, evaluate the internal environment, and help to identify the steps necessary to improve employee performance. For more information, refer to Module Organization, Functional Area 8, Section 1

A highly matrixed, decentralized international company has six business units in various locations. Although there's a corporate human resources team with all HR functions represented, each business unit also has its own HR department and functions. All of them operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis. A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include reduction in HR practitioners/cost savings, improved consistency, and elevated expertise. An HR manager who has been with one business unit for the last six years has joined a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, they have been looking at the pros and cons of different HR structures and are discussing a shared services approach. How should the team go about gaining buy-in for their recommendations? A. Due to the decentralized nature of the organization, getting buy-in isn't practical. It would take an exorbitant amount of time to get everyone to agree to their recommendations. B. The team shouldn't worry about gaining buy-in, as the organization is sponsoring this team and has already bought in to the changes. C. The team should wait until they are asked for their recommendations. D. The team should develop a business case outlining their recommendations to present to the leadership team.

The team should develop a business case outlining their recommendations to present to the leadership team. D is the best response. A business case is the best tool for formulating and communicating recommendations to decision makers, as it provides a well-rounded, business-focused guide to share the recommendations and the advantages and disadvantages of each. A is incorrect. Gaining buy-in would be critical in this situation, as the recommendations would have a company-wide impact. B is incorrect. While the organization may be aware of the project team's work, they will not necessarily be aware of the decisions and recommendations that the team is making or that senior leaders of the organization need to make. C is incorrect, as the purpose for creating the team is to evaluate and recommend the most appropriate HR structure and delivery model. For more information, refer to Module Competencies

A highly matrixed, decentralized international company has six business units in various locations. Although there's a corporate human resources team with all HR functions represented, each business unit also has its own HR department and functions. All of them operate in a polycentric fashion; only the vice presidents of HR, who report to the senior vice president of HR, interact on a periodic basis. A downturn in the economy has impacted the company and has led corporate HR to explore the possibility of using a new centralized service model to combine one or more of the HR functions into corporate. Other reasons for this include reduction in HR practitioners/cost savings, improved consistency, and elevated expertise. An HR manager who has been with one business unit for the last six years has joined a team pulled together by corporate HR to design and implement an appropriate servicing model. He is the only one from outside of the corporate function participating on the team. For the past month, they have been looking at the pros and cons of different HR structures and are discussing a shared services approach. How should the team best use the HR manager's experience with the organization? A. The team should use the HR manager to provide balanced input into the structure and delivery approach. B. The team should consider the HR manager's input only if they are talking about location issues. C. The experience of the HR manager isn't critical because it doesn't represent the views of HR managers at other locations. D. The team should not consider the HR manager's input, as he does not have an understanding of the corporate HR function.

The team should use the HR manager to provide balanced input into the structure and delivery approach. A is the best response, as this allows the team and the HR manager to understand both the corporate and location perspective. It also allows each to learn from the other, with the outcome being a more well-rounded structure and delivery model. B is incorrect. The purpose of including multiple perspectives is to have a balanced viewpoint. This approach does not do that. This response also does not take into account the 4 Ts (travel, teams, training, and transfers), which help an organization become more successful by increasing global mindsets. C is incorrect. The HR manager's experience should be respected and valued, even more so given the amount of years the HR manager has been employed with the company. D is incorrect, as the HR manager can provide valuable input into the process both from a location perspective and from being able to ask key questions to ensure that the team considers the uniqueness of providing location HR services. For more information, refer to Module Competencies

A major provider of health-care services, under a new senior leadership team, is embarking on a turnaround of the organization, which will impact all of its locations around the world. The CEO asks the CHRO to conduct an assessment of the compliance function in the context of the current state of affairs and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO conducts an audit with all first- and second-tier managers to identify critical gaps and then conducts one-on-one interviews to clarify and validate findings. Simultaneously, the CHRO conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain insight as to where improvements could be made. The CHRO is able to share with the CEO and the rest of the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure, along with standardization of practices and polices related to regulatory compliance. Compliance rises to the top of the senior leadership team's concerns. After much discussion and debate as to having a standardized versus localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. What is the first step the CHRO should take to address the regulatory compliance requirements of the organization? A. Create an effective communication plan regarding the impact the transition will have on the organization. B. Focus primarily on emerging markets, as there is more volatility in those areas. C. Understand the organization-wide impact of compliance across multiple jurisdictions. D. Focus only on reputation risk as part of the risk mitigation strategy.

Understand the organization-wide impact of compliance across multiple jurisdictions. C is the best response. Given the uniqueness of a global organization, it is important to understand each location and/or each country's regulatory environment and the impact to the organization of compliance before trying to create a balanced, standardized/localized plan. A is incorrect. In order to communicate the plan, the first step is to understand the regulatory environment of each location and the impact it will have on the organization. B is incorrect. Regulations in emerging markets can be tricky, from the standpoint of both interpretation and compliance. It is critical to create a balanced look at all locations, including the headquarters location, to incorporate a standardized/localized blended ("globalized") approach. D is incorrect. A compliance/risk mitigation strategy encompasses more than just reputation risk or impact. For more information, refer to Module Competencies

Which legal protection source assists employers in complying with federal regulations against discrimination? Title VII, Civil Rights Act Executive Order 11246 Uniform Guidelines on Employee Selection Procedures Congressional Accountability Act

Uniform Guidelines on Employee Selection Procedures The Uniform Guidelines cover all aspects of the selection process, including recruiting, testing, interviewing, and performance appraisals. Their purpose is to assist employers in complying with federal regulations against discrimination. The other choices set forth the law but do not assist employers in complying with it. For more information, refer to Module Workplace, Functional Area 15, Section 3

What is the key benefit of defining an organization's values? They demonstrate what employees must do to succeed in the company. Defining values avoids ethical complications. They guide employee behavior and decision making. This helps guarantee compliance with employment laws.

They guide employee behavior and decision making. An organization's values state what is important to the organization and how employees should conduct themselves. For more information, refer to Module People, Functional Area 1, Section 2

How can defined talent pools influence compensation decisions? They help ensure that key talent is motivated and rewarded. They set the cap for administrative compensation. They set a fixed limit for executive recruiting investments. They divert compensation from lower-level positions.

They help ensure that key talent is motivated and rewarded. Defined talent pools may aid in clarifying or guiding compensation decisions to ensure that key talent is motivated and rewarded. Talent pools do not specify limits for recruiting or compensation or divert compensation from lower-level positions. For more information, refer to Module Organization, Functional Area 8, Section 2

Whose representation is most critical to a diversity council's success? Each functional area and each locale in the organization must be represented. Each of the organization's employee resource groups (ERGs) must be represented. Upper management must be directly involved. Both internal and external stakeholders must be directly involved.

Upper management must be directly involved. There is no single council structure. Some organizations prefer a council with representation from all employee levels and functions; others opt for an executive council consisting entirely of upper management personnel. The relationship with ERGs or other advisory groups may vary as well. Direct involvement of upper management, however, is critical. For more information, refer to Module Workplace, Functional Area 12, Section 2

Recently, top management agreed on major organizational changes without including HR in change planning. Now, HR has been tasked with developing a plan for communicating the changes to the employees. Which is the most effective way to communicate the changes? Through department heads Through internal social media Through one company-wide presentation Through multiple channels (e-mail, meetings, training)

Through multiple channels (e-mail, meetings, training) Change-related information should be communicated to employees through multiple channels and from multiple sources (executive management, HR, departments). For more information, refer to Module Competencies

What is the most important reason to complete a risk assessment? To lower financial risks due to workers' compensation claims To develop management tactics for strategic and operational risks To address compliance risks associated with applicable laws and regulations To create transparency through ownership of the risk management strategy

To develop management tactics for strategic and operational risks The primary outcome of a risk assessment is to give organizations the information they need to develop an efficient and effective program that manages strategic and operational risk across the organization. The choices related to workers' compensation and compliance focus on reactive HR roles in managing negative risks. Roles in the management strategy can be assigned only after it is decided which risks will be managed and how they will be managed. For more information, refer to Module Workplace, Functional Area 13, Section 2

What are the three key reasons for approaching diversity and inclusion as a comprehensive, organization-wide strategic initiative? To make it a priority, to allow for its complexity, and to address organizational resistance to change To avoid short-term solutions, to increase the initiative's budget, and to capitalize on global HR's tactical strengths To make it cost-effective, to promote global HR's strategic capabilities, and to incorporate the widest possible range of solutions To simplify global expansion, to address the wide range of local compliance issues, and to overcome interdepartmental conflicts

To make it a priority, to allow for its complexity, and to address organizational resistance to change Diversity and inclusion efforts require an organization-wide, comprehensive strategic initiative. Otherwise, they will always have a lower priority than more immediate concerns. Diversity and inclusion involves major organizational change, and change is hard. For more information, refer to Module Workplace, Functional Area 12, Section 2

An HR manager is asked by the vice president (VP) of HR to define and implement a simulation-based assessment center that uses specially trained observers to rate each candidate's performance. The need is to assess which employees have potential for promotion into management, and the VP of HR is familiar with this practice, having used the technique in a prior company. She sees the assessment center as a best practice innovation. The VP of HR is new to this company. She came from a large but entirely domestic organization with an aging workforce. She is aware of the need for building a talent pipeline, and her instincts are toward merit-based promotion. Her new company is a global organization with eight operations located around the world. It is highly diverse in terms of ethnicity. The average worker is probably 15 to 20 years younger than the VP of HR is used to. In researching methodologies, the HR manager stumbles onto an online assessment system that requires no trainers and raters, takes 25% of the time to complete that the assessment center process takes, and has higher validity and reliability as an assessment technique. What would be the best criteria to use in deciding whether to implement either or both assessment alternatives? A. Validity in predicting success and accessibility to all qualified employees B. Opinions from a few of the HR manager's friends who have used the system in their company C. Cost-effectiveness and number of employees who can be assessed in each period D. Acceptance by users and time required for assessment

Validity in predicting success and accessibility to all qualified employees A is the best answer. Validity is crucial to identifying employees with true potential and filling the pipeline, and accessibility is critical in a global organization. B is incorrect. Anecdotal evidence is not reliable enough to make a business decision. C is incorrect. These criteria do not appear to be as highly valued in this organization as validity and access. D is incorrect. Neither of these criteria will speak to the ability of the tool to identify good candidates for management positions. For more information, refer to Module Competencies

A hospital has recently seen a significant increase in turnover of nurses. Many recent hires have left to work at a nearby privately run clinic. The HR business partner for the hospital has been asked to design and oversee a recruitment campaign to attract ten new nurses and an additional five nurse trainees. One of the measures of success that has been given to the HR business partner is that these new hires need to remain with the hospital for a minimum of 18 months. The hospital is looking to have these individuals onboarded within six weeks. While trying to manage recruiting and hiring, the HR business partner keeps thinking about the hospital's retention issue. In reviewing exit interview information, the business partner has noticed a trend: Many of the nurses who have left indicated that the private clinic has a more modern location and great employee facilities that include a gym and an indoor swimming pool. Hospital leadership has also been criticized, in particular, the hospital administrator. Over lunch with an HR acquaintance who works at the private clinic, the business partner tries to find out why the clinic has been so successful in attracting and retaining staff. To the HR business partner's surprise, the colleague offers to share this information if the business partner provides information about the hospital's wage and benefits structure. The business partner promises to think about this offer. Later, the HR business partner is jogging with a former college mentor and mentions the stress of having to deal with the loss of so many good employees to the private clinic. "Hmm," the professor responds, "That's ironic. We had a financial manager from the clinic apply for a full-time teaching position. She hinted that the clinic was not on solid ground financially." What is the first step the HR business partner needs to take to achieve his hiring objectives? A. The HR business partner should engage a recruitment agency that specializes in contingent workers. B. Working back from the date of the onboarding, the HR business partner needs to establish when he will need to advertise the positions and create an advertisement to attract individuals whose values align with those of the hospital. C. The HR business partner should engage a local recruiting agency for advice on creating an advertisement that will attract people who are less likely to leave the hospital. D. The HR business partner should ask his colleagues in the hospital HR group what the historical recruiting process is and follow that approach to save time and increase chances of success.

Working back from the date of the onboarding, the HR business partner needs to establish when he will need to advertise the positions and create an advertisement to attract individuals whose values align with those of the hospital. Rationale B is the best response, as the HR business partner is keeping the final deadline and deliverables in mind. He is also addressing a fundamental issue that will ideally help him attain the key success measure of having engaged candidates and an engaged workforce. A is incorrect. Using contingent workers does not meet the needs of the hospital, nor does it solve the turnover challenge. C is incorrect, as it may produce some good advice but could take time and could endanger the HR business partner's deadline for onboarding. There will also be additional and unnecessary costs to consider with this approach. D is incorrect, because the previous or existing process has failed to attract and identify candidates who are loyal to the hospital, identifying that a need for change is required. For more information, refer to Module Competencies

A company has experienced computer system problems from Internet viruses introduced by employees opening nonwork-related files. The system administrator wants HR to develop and implement a policy restricting employee use of the Internet. Would this Internet policy be a good idea? Yes; as a policy, it would become automatically enforceable under a union contract. Yes; it can help an employer to monitor employees' Internet use. No; it would violate an employee's right to privacy. No; it is not a deterrent to employee misconduct.

Yes; it can help an employer to monitor employees' Internet use. Certainly a written policy could set limits for employees' personal use of the Internet and reduce the influx of computer viruses. Other benefits are possible, too. It may never eliminate employee misconduct. But it could help the employer avoid incidents that may lead to embarrassment for the company and/or potential legal problems. Further, having a formal policy in place and communicating it to employees reduces the employer's exposure to invasion-of-privacy claims. For more information, refer to Module Organization, Functional Area 10, Section 3

A manager begins with no allocated budget and must justify allocations based on how the function will contribute to the organization's strategic goals. What budgeting method is being used? Capital budgeting Incremental budgeting Formula-based budgeting Zero-based budgeting

Zero-based budgeting Zero-based budgeting requires all managers to start at zero. A department must justify its entire budget and show how its funding will help the organization to meet its goals. In zero-based budgeting, all operations are given a priority rating, each unit or goal is ranked, and funds are given in order of the ranking. For more information, refer to Module Competencies