Ethical Practice

Define Bribery.

Exchange of anything of value to gain greater influence or preference.

Define Code of conduct.

Principles that guide decision making and behavior in an organization.

Define Confidentiality.

Treatment of personal information that has been disclosed to another person or organization.

How is a written code of conduct used in today's work environment? > To protect an organization against lawsuits from shareholders > As a decision-making tool to guide employees and their actions > To eliminate the need for performance standards > To highlight cultural differences that need to be addressed

Answer: As a decision-making tool to guide employees and their actions A written code of conduct covers conduct issues in a broader sense than a rule or regulation. Value-based guidelines help employees self-apply benchmarks and standards in many different situations, including those that have not yet occurred.

The HR team has recently revised the company code of conduct in order to connect the code with the organization's values more clearly. Before posting the finished code of conduct to the organization's intranet, what final step should the HR team perform? > Ask supervisors to review procedures that have been included in the code for accuracy. > Gather input from the executive team in order to represent the organization's perspective. > Ask a lawyer to rewrite the code's language to make sure that it is legally compliant. > Ask leaders to adopt the code formally and communicate its rationale to employees.

Answer: Ask leaders to adopt the code formally and communicate its rationale to employees. Adopting the code formally and communicating it to ensure understanding shows the commitment and understanding across all stakeholders that is necessary for success. Using legal terminology will make the code more difficult to understand for those without a legal background. Focusing on rules and procedures is not the purpose of a code of conduct. The organization's perspective should include more than that of management; it could include other stakeholders, such as employees and communities.

After meetings with different departments dealing with downsizing, the HR professional authors a document identifying affected individuals based on each departments recommendations. A longtime friend of the HR professional will be impacted. How should the HR professional handle this situation? > Encourage the friend's manager to inform the friend. > Attempt to change the company's decision. > Inform the friend of the company's plans. > Keep the workforce reduction information confidential.

Answer: Keep the workforce reduction information confidential. In an effort to treat all employees with the same fairness and consistency, it is essential that the HR professional keep this information confidential. Any effort to inform one employee or adjust a policy for the benefit of one employee would be unethical.

An HR manager is contacted via telephone by an employee concerned about the need for the replacement of protective equipment currently being used. The employee indicates that the equipment is damaged upon reporting to the supervisor, the concerns have not been addressed. Compliance with industry safety standards is reported publicly on an ongoing basis. During the conversation, the spouse of the employee can be heard speaking loudly in the background expressing dissatisfaction and posts comments on social media. The HR manager and the public relations department have been notified of the postings. The HR manager contacts the employee to request the posts be removed which further incites the spouse and additional comments are posted. The spouse requests to meet with the leadership of the firm to discuss. What practices could the HR manager implement to protect the reputation of the organization? Suspend the employee until the spouse's comments are removed, and, if they are not, terminate employment. Speak with the spouse directly, sharing the process that will be taken to ensure safe working conditions for all employees. Accept the spouse's request for a meeting to discuss the concerns and to ensure that it is clear that the firm is in compliance. Begin the investigation of the safety concern, monitor future postings, and make no further requests to remove the comments.

Answer: Begin the investigation of the safety concern, monitor future postings, and make no further requests to remove the comments. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An employee complains about a colleague working remotely two days a week when policy allows for only one remote day. The manager reveals that the colleague has an autistic child at home and goes to therapy on those days. What ethical violation has the manager committed in this situation? > Discrimination > Breach of confidentiality > Retaliation > Conflict of interest

Answer: Breach of confidentiality The manager has violated the employee's rights by revealing personal information; a breach of confidentiality. Conflict of interest and retaliation are not relevant to this scenario. Discrimination occurs when someone receives unjust or prejudicial treatment. Neither of the employees nor the manager was treated in this way; therefore, discrimination is not the best answer.

A supplier offers to provide an employee with tickets to a professional athletic event. How should the code of ethics support the employee? > By guiding decision making and behavior > By reflecting the legal traditions of the home country > By accommodating the norms of the countries in which the organization operates > By managing risks to the organization's public image

Answer: By guiding decision making and behavior Effective codes of ethics help employees to recognize ethical issues and to respond in a way that reflects the organization's values.

An organization is sending salespeople into a new territory where bribery is common. How can HR support the code of ethics in this environment? > By reviewing current ethical guidelines and creating specific guidelines on bribery if necessary > By instructing salespeople to refuse service and leave when bribery is attempted > By suspending the code of ethics, because bribery is part of the culture > By requiring salespeople to report bribery income and factor it into compensation

Answer: By reviewing current ethical guidelines and creating specific guidelines on bribery if necessary Since bribery is common, it is best to anticipate it and create guidelines for handling it ethically. A code of ethics is not situational and cannot be arbitrarily suspended. Factoring bribery into compensation does not support the code of ethics. Since the salespeople are there to sell and bribery is a known challenge, HR must help the salespeople prepare to overcome it.

An HR manager is contacted via telephone by an employee concerned about the need for the replacement of protective equipment currently being used. The employee indicates that the equipment is damaged upon reporting to the supervisor, the concerns have not been addressed. Compliance with industry safety standards is reported publicly on an ongoing basis. During the conversation, the spouse of the employee can be heard speaking loudly in the background expressing dissatisfaction and posts comments on social media. The HR manager and the public relations department have been notified of the postings. The HR manager contacts the employee to request the posts be removed which further incites the spouse and additional comments are posted. The spouse requests to meet with the leadership of the firm to discuss. What approach can the HR manager take to address the request for a meeting with the leadership team? > Clearly explain to the employee why a meeting with the spouse will not be necessary to resolve the concern submitted. > Meet with the employee, the spouse, and the supervisor to discuss the concern and to collaborate on next steps. > Inform the employee that a meeting will be scheduled once the comments are removed from the social media site. > Acknowledge the request from the spouse, telling them to have the employee contact HR with details.

Answer: Clearly explain to the employee why a meeting with the spouse will not be necessary to resolve the concern submitted. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

What document is a formal statement describing a company's principles and the business practices? > Strategic plan > Employee handbook > Code of conduct > Mission statement

Answer: Code of conduct A corporate code of conduct is a formal statement that describes a company's principles and the business practices.

Which best describes the ethical and/or compliance problem raised when an employee has his own personal consulting contract with one of the company's current clients? > Insider trading > Non-disclosure agreement > Conflict of interest > Copyright violation

Answer: Conflict of interest It is a conflict of interest for an employee to have a consulting contract with one of the company's clients or competitors. In this case, the employee may be taking business away from the company or suggesting strategies that may not be in the best interest of the company for the employee's own personal gain or benefit. The other options present potential problems depending on the nature and extent of the employee's knowledge, employment agreements, and other unknown factors.

An HR manager is contacted via telephone by an employee concerned about the need for the replacement of protective equipment currently being used. The employee indicates that the equipment is damaged upon reporting to the supervisor, the concerns have not been addressed. Compliance with industry safety standards is reported publicly on an ongoing basis. During the conversation, the spouse of the employee can be heard speaking loudly in the background expressing dissatisfaction and posts comments on social media. The HR manager and the public relations department have been notified of the postings. The HR manager contacts the employee to request the posts be removed which further incites the spouse and additional comments are posted. The spouse requests to meet with the leadership of the firm to discuss. What action can the HR manager take to demonstrate that the employee's concerns are being taken seriously? > Coordinate an inspection of the equipment and inform the employee that any immediate safety issues will be addressed. > Thoroughly document the employee's concerns and send them to the supervisor and the employee with recommended next steps. > Remind the employee that safety is a core value in the firm, and therefore, if necessary, the equipment will be replaced after inspection. > Due to the unprofessional behavior of the employee and the employee's spouse, HR should dismiss the concerns.

Answer: Coordinate an inspection of the equipment and inform the employee that any immediate safety issues will be addressed. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A mid-sized company has a strict attendance policy stating that any absence of three days or more without contact from the employee is considered job abandonment and the employee is subject to termination. The organization has experienced significant growth over the years, and the increase in the employee population has prompted stricter policies, which some staff view as unnecessarily controlling. One manager's best employee has been absent without contact for four days and calls in. The employee indicates he had some unexpected personal problems involving his teenage child. The employee did not call earlier due to being distraught, occupied with the situation, and also a bit embarrassed. According to the policy, the employee must be terminated, but the manager is reluctant to do so because this is the department's best employee. This is the first violation, and the serious family issues could escalate if the employee is terminated. Senior leadership has recently taken a tough stance on consistently adhering to company policies and practices due to complaints of favoritism. The manager is hesitant to go to HR for fear they will recommend termination. Instead the manager seeks counsel from a member of the senior leadership team who is a relative and who supports the decision to not terminate the employee. When the employee is not terminated, an anonymous complaint is filed via the employee hotline system. It alleges discrimination and favoritism; there is also a comment about too many new policies. The employee is named, and the complainant demands that other employees terminated under the no-call, no-show policy be reinstated. The protocol requires that HR review all discrimination complaints. Which next step should HR take to address the allegations that a member of senior leadership advised against following a company policy? > As a member of the leadership team, HR should seek counsel from another leadership team member and ask that person to have the conversation. > Discuss the claim directly with the President and provide an overview of the incident, with a recommendation for holding both the manager and the senior leader accountable. > Send an e-mail to the manager and the employee informing them that they violated the policy so they are not surprised by a potential investigation. > Meet jointly with the manager and the employee, and terminate both for policy violations.

Answer: Discuss the claim directly with the President and provide an overview of the incident, with a recommendation for holding both the manager and the senior leader accountable. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An HR manager works for a large university. One day, an adult student comes in to claim sexual harassment by a married professor. A week later, another student comes in with a similar claim. Both students are currently in classes taught by the professor. University policy prohibits relationships between employees and students who they teach. Punishment for violation of the policy is determined by the dean of the academic division. While talking to the second student, the HR manager discovers that the students have coordinated their stories. The second student admits that both relationships were consensual and no sexual harassment occurred. Once it was discovered the professor was having multiple affairs, both of the students felt betrayed. The professor's spouse contacts the HR manager and requests that no adverse action be taken against the professor because the professor is in the country on a work visa sponsored by the university. How should the HR manager respond? > Listen to the concerns of the professor's spouse. > Offer to meet with the professor to discuss the different disciplinary actions that may be taken. > Explain to the spouse that the HR manager is not at liberty to disclose information. > Talk to the dean about the concerns of the professor's spouse.

Answer: Explain to the spouse that the HR manager is not at liberty to disclose information. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A recently promoted HR manager is transferred to a remote facility, due to several complaints of inappropriate behavior and favoritism between the plant manager and the former HR manager. The complaints range from allegations of an affair between the two to poor performance and stealing company property. The head office leaders are highly sensitive to creating an ethical culture and have asked that the new HR manager report back on any discovered issues with the plant manager. This makes the HR manager uncomfortable, because she is trying her best to balance developing a relationship with the plant manager with trying to complete the investigation. The new HR manager begins an investigation and learns that the plant manager believes two female employees in the accounting department reported the theft and the affair. When the HR manager speaks with these employees, they share the belief that they are being retaliated against. Although they were rated as above-average performers, they have been given only minimal wage increases. The investigation identified theft of a number of items by the plant manager. The items are not expensive, but their value is not minor. Additionally, it was learned that the plant manager is actively undermining the new HR manager's authority by telling all managers to ignore any HR recommendations. What steps should the HR manager take to address the direction by the plant manager to ignore HR's recommendations? > Call corporate immediately, advising them of the situation; then follow the recommendations that they provide. > Document the conversation and file it in case it is needed in the future. > Advise the head office that she is being retaliated against by the plant manager because of the investigation. > Further investigate the statements to determine the full context of the situation before taking action.

Answer: Further investigate the statements to determine the full context of the situation before taking action. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A mid-sized company has a strict attendance policy stating that any absence of three days or more without contact from the employee is considered job abandonment and the employee is subject to termination. The organization has experienced significant growth over the years, and the increase in the employee population has prompted stricter policies, which some staff view as unnecessarily controlling. One manager's best employee has been absent without contact for four days and calls in. The employee indicates he had some unexpected personal problems involving his teenage child. The employee did not call earlier due to being distraught, occupied with the situation, and also a bit embarrassed. According to the policy, the employee must be terminated, but the manager is reluctant to do so because this is the department's best employee. This is the first violation, and the serious family issues could escalate if the employee is terminated. Senior leadership has recently taken a tough stance on consistently adhering to company policies and practices due to complaints of favoritism. The manager is hesitant to go to HR for fear they will recommend termination. Instead the manager seeks counsel from a member of the senior leadership team who is a relative and who supports the decision to not terminate the employee. When the employee is not terminated, an anonymous complaint is filed via the employee hotline system. It alleges discrimination and favoritism; there is also a comment about too many new policies. The employee is named, and the complainant demands that other employees terminated under the no-call, no-show policy be reinstated. The protocol requires that HR review all discrimination complaints. Which is the first course of action HR should take? > HR should inform the president of the issue and partner with her on the next steps for corrective action. > HR should review the employee's performance records and use the ratings to determine the outcome. > HR should immediately terminate the employee due to the violation of the company's attendance policy. > HR should immediately suspend the employee without pay due to the violation of the company's attendance policy.

Answer: HR should inform the president of the issue and partner with her on the next steps for corrective action. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An HR manager works for a large university. One day, an adult student comes in to claim sexual harassment by a married professor. A week later, another student comes in with a similar claim. Both students are currently in classes taught by the professor. University policy prohibits relationships between employees and students who they teach. Punishment for violation of the policy is determined by the dean of the academic division. While talking to the second student, the HR manager discovers that the students have coordinated their stories. The second student admits that both relationships were consensual and no sexual harassment occurred. Once it was discovered the professor was having multiple affairs, both of the students felt betrayed. Which action should the HR manager take to discourage inappropriate professor-student relationships in the future? > Hold regular faculty and staff training on sexual harassment and university policies. > Start an awareness campaign by creating posters with the policy to display on campus. > Set up an anonymous help line for students who believe they have been victims of sexual harassment. > Require sexual harassment training for any faculty who receive complaints of sexual harassment.

Answer: Hold regular faculty and staff training on sexual harassment and university policies. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An HR manager works for a large university. One day, an adult student comes in to claim sexual harassment by a married professor. A week later, another student comes in with a similar claim. Both students are currently in classes taught by the professor. University policy prohibits relationships between employees and students who they teach. Punishment for violation of the policy is determined by the dean of the academic division. While talking to the second student, the HR manager discovers that the students have coordinated their stories. The second student admits that both relationships were consensual and no sexual harassment occurred. Once it was discovered the professor was having multiple affairs, both of the students felt betrayed. Which action should the HR manager take to convince the students that claiming sexual harassment is inappropriate? > Provide data on how many false sexual harassment claims are made on campus each year. > Share the school's sexual harassment policy with the students. > Share examples of previous sexual harassment cases to demonstrate the difference. > Host one-on-one discussions with each student explaining sexual harassment and answering their questions.

Answer: Host one-on-one discussions with each student explaining sexual harassment and answering their questions. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A global company benchmarks against similar companies that have recently faced costly and embarrassing cyber security breaches resulting in the loss of customer confidence. In response, the CEO directs the IT department with enhancing data accuracy, security, and privacy. Additionally, Risk management is tasked with implementing improved governance, compliance monitoring, and enforcement parameters. Finally, HR is charged with strengthening procedures around acquisition of staff, policy creation, the code of ethics, and communication. The three departments all agree that employees must possess a work ethic, motivation, and integrity. How can HR best incorporate protective measures for the organization based on the CEO's mandate? > Create a skills assessment to be administered to all job applicants applying into positions with access to secure systems. > Implement a robust pre-employment screening process that combines background checks, non-disclosure agreement, and employment verification for any position with access to sensitive information. > Recommend IT create a separate security profile for non-employees such as independent contractors and vendors that would limit their access to sensitive data. > Change the recruiting strategy to target only military veterans, college graduates with an IT-related degree, or candidates referred by a trusted source.

Answer: Implement a robust pre-employment screening process that combines background checks, non-disclosure agreement, and employment verification for any position with access to sensitive information. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A manufacturing company has signed a large contract with a prominent retailer. The contract lists steps that are to be included in the manufacturing process that the company has agreed to follow. A group of employees from the manufacturing department have learned that by skipping some of the steps outlined, they can improve productivity without actually causing a material change to the final product, so they begin to skip steps in the process. Their practices soon spread to other manufacturing teams, but leadership ignores it as unfounded rumors. The HR Manager learns of the practice after conducting an exit interview with a member of the manufacturing team. In a subsequent discussion, the HR Manager learns that only one supervisor and the supervisor's team are actively utilizing the incorrect manufacturing process. The employee further states the reason other employees have not come forward is because the division manager has an ownership interest in the retailer. After ruling out any conflict of interest by the division manager, what is the next step the HR Manager should take to respond to the information received in the exit interview? > Talk first only with the manufacturing supervisor before deciding on interviewing other employees to determine if sufficient information exists. > Review productivity logs and quality control reports to determine if the allegations have merit before conducting interviews. > Inform the division manager of the shortcut so the division manager can determine the next course of action. > Immediately interview each employee and the supervisor of the manufacturing team.

Answer: Inform the division manager of the shortcut so the division manager can determine the next course of action. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A manufacturing company has signed a large contract with a prominent retailer. The contract lists steps that are to be included in the manufacturing process that the company has agreed to follow. A group of employees from the manufacturing department have learned that by skipping some of the steps outlined, they can improve productivity without actually causing a material change to the final product, so they begin to skip steps in the process. Their practices soon spread to other manufacturing teams, but leadership ignores it as unfounded rumors. The HR Manager learns of the practice after conducting an exit interview with a member of the manufacturing team. In a subsequent discussion, the HR Manager learns that only one supervisor and the supervisor's team are actively utilizing the incorrect manufacturing process. The employee further states the reason other employees have not come forward is because the division manager has an ownership interest in the retailer. What action should the HR manager take to address the potential conflict of interest on the part of the division manager? > Recommend approaching the retailer to educate it that the shortcut increases productivity without sacrificing the quality of the final product. > Keep the information confidential until clear and convincing evidence of a conflict of interest can be obtained. > Meet with the division manager to discuss the shortcut so the division manager can make the decision on how to proceed. > Inform the division manager's direct manager and the legal department of both the shortcut and the potential conflict of interest.

Answer: Inform the division manager's direct manager and the legal department of both the shortcut and the potential conflict of interest. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A mid-sized company has a strict attendance policy stating that any absence of three days or more without contact from the employee is considered job abandonment and the employee is subject to termination. The organization has experienced significant growth over the years, and the increase in the employee population has prompted stricter policies, which some staff view as unnecessarily controlling. One manager's best employee has been absent without contact for four days and calls in. The employee indicates he had some unexpected personal problems involving his teenage child. The employee did not call earlier due to being distraught, occupied with the situation, and also a bit embarrassed. According to the policy, the employee must be terminated, but the manager is reluctant to do so because this is the department's best employee. This is the first violation, and the serious family issues could escalate if the employee is terminated. Senior leadership has recently taken a tough stance on consistently adhering to company policies and practices due to complaints of favoritism. The manager is hesitant to go to HR for fear they will recommend termination. Instead the manager seeks counsel from a member of the senior leadership team who is a relative and who supports the decision to not terminate the employee. When the employee is not terminated, an anonymous complaint is filed via the employee hotline system. It alleges discrimination and favoritism; there is also a comment about too many new policies. The employee is named, and the complainant demands that other employees terminated under the no-call, no-show policy be reinstated. The protocol requires that HR review all discrimination complaints. Which would be the best way for HR to address the anonymous complaint? > Contact the training department to launch new training on the attendance policy for all employees to attend. > Identify the author who made the anonymous complaint, and then send an e-mail to her with an update on the situation. > Inform the employee and the manager that a complaint has been lodged and that there will be an internal investigation. > Determine that the senior leader made the best decision due to the mitigating circumstances, and inform all staff via the employee intranet.

Answer: Inform the employee and the manager that a complaint has been lodged and that there will be an internal investigation. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

The HR director learns that an employee who has already met the sales goal for the month is keeping extra sales secret. The employee is moving the extra sales to the next month in order to ensure that future goals are met. Which should the HR director do first? > Inform the CEO and begin monitoring the employee's work. > Inform the employee's manager and coach the manager on how to address the issue with the employee. > Send out a general e-mail reminder to the sales team about the ethics policy. > Meet with the employee privately to explain that this practice is unethical and request that the employee refrain from continuing it.

Answer: Inform the employee's manager and coach the manager on how to address the issue with the employee. The HR director should inform the employee's manager and coach the manager on how to address the issue. This involves the manager in the process and ensures that the manager can address the ethical concern with the employee. Privately meeting with the employee is incorrect, because the HR director has no daily oversight to know whether or not the employee is continuing to practice ethical behavior. Informing the CEO escalates the issue without attempting to address it and doesn't give the employee a chance to correct their actions. Sending out a general e-mail reminder doesn't directly address the issue with the employee, and hoping someone takes a hint isn't an effective method of addressing an ethical issue. In addition, none of the three incorrect answer choices involves the employee's manager.

An HR manager works for a large university. One day, an adult student comes in to claim sexual harassment by a married professor. A week later, another student comes in with a similar claim. Both students are currently in classes taught by the professor. University policy prohibits relationships between employees and students who they teach. Punishment for violation of the policy is determined by the dean of the academic division. While talking to the second student, the HR manager discovers that the students have coordinated their stories. The second student admits that both relationships were consensual and no sexual harassment occurred. Once it was discovered the professor was having multiple affairs, both of the students felt betrayed. Which action should the HR manager take first based on the information provided by the students? > Interview the professor about the allegations. > Speak to both complainants together to identify the level of collaboration in their statements. > Ask other students in the professor's classes about inappropriate behavior they may have witnessed. > Question the head of the department to see if other claims have been made against the professor.

Answer: Interview the professor about the allegations. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An HR professional receives an anonymous tip alleging unethical practices on the part of a top-performing sales professional. The organization takes ethical issues very seriously. Which action should the HR professional take with regard to the allegations? > Attempt to discover the source of the anonymous tip so he can ask for additional information. > Penalize the sales professional by garnishing her earned commissions, because some of those commissions were earned unethically. > Investigate to establish any available factual information related to the allegation. > Engage the sales professional immediately regarding the allegations and see how she responds.

Answer: Investigate to establish any available factual information related to the allegation. It is crucial to establish the facts about the situation before proceeding. However, the HR professional cannot breach the confidentiality of the anonymous individual who submitted the tip. Directly engaging the sales professional may not be warranted if there is no supporting evidence, or it might influence the sales professional to take actions to cover up her unethical practices before HR can complete the investigation. The sales professional should not be penalized or disciplined until HR can verify the accuracy of the anonymous tip.

A global company benchmarks against similar companies that have recently faced costly and embarrassing cybersecurity breaches resulting in the loss of customer confidence. In response, the CEO directs the IT department with enhancing data accuracy, security, and privacy. Additionally, Risk management is tasked with implementing improved governance, compliance monitoring, and enforcement parameters. Finally, HR is charged with strengthening procedures around acquisition of staff, policy creation, the code of ethics, and communication. The three departments all agree that employees must possess a work ethic, motivation, and integrity. In order to determine the full scope of enterprise risk that exists, which areas should HR review in an IT audit? > Compensation structure > Reasons for the lack of outsourcing to third parties with deeper IT experience > Ways to reduce the amount of sensitive data that must be protected > Links between business and information strategy and business continuity

Answer: Links between business and information strategy and business continuity Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions. Scenario

A recently promoted HR manager is transferred to a remote facility, due to several complaints of inappropriate behavior and favoritism between the plant manager and the former HR manager. The complaints range from allegations of an affair between the two to poor performance and stealing company property. The head office leaders are highly sensitive to creating an ethical culture and have asked that the new HR manager report back on any discovered issues with the plant manager. This makes the HR manager uncomfortable, because she is trying her best to balance developing a relationship with the plant manager with trying to complete the investigation. The new HR manager begins an investigation and learns that the plant manager believes two female employees in the accounting department reported the theft and the affair. When the HR manager speaks with these employees, they share the belief that they are being retaliated against. Although they were rated as above-average performers, they have been given only minimal wage increases. The investigation identified theft of a number of items by the plant manager. The items are not expensive, but their value is not minor. Additionally, it was learned that the plant manager is actively undermining the new HR manager's authority by telling all managers to ignore any HR recommendations. How should the HR manager handle the evidence of theft by the plant manager? > Schedule an interview so the plant manager is given an opportunity to respond to the evidence. > Recommend hiring a private investigator to assume the investigation so it is viewed by the plant employees as fair and objective. > Provide a summary of the investigation including the evidence collected back to headquarters. > Offer the plant manager an opportunity to reimburse the company for the missing inventory in exchange for receiving a written reprimand.

Answer: Provide a summary of the investigation including the evidence collected back to headquarters. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A global company benchmarks against similar companies that have recently faced costly and embarrassing cybersecurity breaches resulting in the loss of customer confidence. In response, the CEO directs the IT department with enhancing data accuracy, security, and privacy. Additionally, Risk management is tasked with implementing improved governance, compliance monitoring, and enforcement parameters. Finally, HR is charged with strengthening procedures around acquisition of staff, policy creation, the code of ethics, and communication. The three departments all agree that employees must possess a work ethic, motivation, and integrity. Where should the HR manager look to find potential employees with skills in cyber-security? > Look on "dark" websites that attract cyber-criminals and promise them large hiring bonuses. > Consider individuals who have recent criminal records related to Internet security and offer them state-of-the-art equipment. > Search for individuals with any computer-related degree. > Recruit former military Internet workers who are attracted by a higher level of pay and flexibility.

Answer: Recruit former military Internet workers who are attracted by a higher level of pay and flexibility. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An organization developed a new code of conduct 18 months ago but recently discovered that employees are still not following its guidelines. Which step should the organization take to ensure that employees are following the guidelines? > Rewrite the code of conduct to bring it into closer alignment with the actions and views of the employees, so they do not violate it as often. > Distribute written copies of the code of conduct to all employees and make them accessible in common areas such as break rooms. > Begin strictly enforcing the code of conduct and punishing employees who refuse to take the time to understand and comply with it. > Review key points of the code of conduct to ensure that employees understand it, and incorporate code of conduct training into new employee orientation.

Answer: Review key points of the code of conduct to ensure that employees understand it, and incorporate code of conduct training into new employee orientation. It is not enough to simply create a code of conduct; the organization must ensure that employees understand key points. A good way to do this over a long-term period is to incorporate training on the code of conduct into new hire orientation. Rewriting the code to come into closer alignment with the employees' current actions may not sufficiently achieve the goals of the code. Strictly enforcing the code of conduct may not ensure that employees understand the code well enough to follow it. Distributing written copies of the code of conduct and making them accessible in break rooms may be too passive to address the problem.

A recently promoted HR manager is transferred to a remote facility, due to several complaints of inappropriate behavior and favoritism between the plant manager and the former HR manager. The complaints range from allegations of an affair between the two to poor performance and stealing company property. The head office leaders are highly sensitive to creating an ethical culture and have asked that the new HR manager report back on any discovered issues with the plant manager. This makes the HR manager uncomfortable, because she is trying her best to balance developing a relationship with the plant manager with trying to complete the investigation. The new HR manager begins an investigation and learns that the plant manager believes two female employees in the accounting department reported the theft and the affair. When the HR manager speaks with these employees, they share the belief that they are being retaliated against. Although they were rated as above-average performers, they have been given only minimal wage increases. The investigation identified theft of a number of items by the plant manager. The items are not expensive, but their value is not minor. Additionally, it was learned that the plant manager is actively undermining the new HR manager's authority by telling all managers to ignore any HR recommendations. The HR manager studies the performance reviews and wage increases for all employees and finds inconsistencies that support the accounting employees' claims of retaliation. Given the HR manager's knowledge of the plant manager's behavior, what is the appropriate next step for the HR manager to take? > Inform the plant manager of the allegations and ask him to meet with HR and the employees to respond their statements > Given the more serious issues with the plant manager, choose to treat the complaint as a lower priority and not deal with it immediately. > Talk to the plant manager and recommend an immediate adjustment to the wages of the two people affected to avoid further problems. > Review the process for setting wage increases for the accounting department with the company's controller.

Answer: Review the process for setting wage increases for the accounting department with the company's controller. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An HR manager is contacted via telephone by an employee concerned about the need for the replacement of protective equipment currently being used. The employee indicates that the equipment is damaged upon reporting to the supervisor, the concerns have not been addressed. Compliance with industry safety standards is reported publicly on an ongoing basis. During the conversation, the spouse of the employee can be heard speaking loudly in the background expressing dissatisfaction and posts comments on social media. The HR manager and the public relations department have been notified of the postings. The HR manager contacts the employee to request the posts be removed which further incites the spouse and additional comments are posted. The spouse requests to meet with the leadership of the firm to discuss. What is the best route for the HR manager to take to decrease the current level of anxiety for the employee and the spouse? > Set the employee's expectation as to what the immediate next steps will be and provide a preliminary idea of the timing of the process. > Coordinate a better time to speak with the employee in person and in a private setting to eliminate the involvement of the spouse. > Request to resume the conversation after the employee calms down, as they are too upset to effectively communicate. > Offer to include the spouse in the discussion to ensure that both are clear about what is being done to investigate the concern.

Answer: Set the employee's expectation as to what the immediate next steps will be and provide a preliminary idea of the timing of the process. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A global company benchmarks against similar companies that have recently faced costly and embarrassing cybersecurity breaches resulting in the loss of customer confidence. In response, the CEO directs the IT department with enhancing data accuracy, security, and privacy. Additionally, Risk management is tasked with implementing improved governance, compliance monitoring, and enforcement parameters. Finally, HR is charged with strengthening procedures around acquisition of staff, policy creation, the code of ethics, and communication. The three departments all agree that employees must possess a work ethic, motivation, and integrity. Which technology policies should the HR manager recommend that the company implement? > Employees may use devices at any time. > All employees must use their own electronic devices for work. > The company must approve all personal devices the employee uses at home. > The company can review all charges and information on a company-provided device.

Answer: The company can review all charges and information on a company-provided device. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A mid-sized company has a strict attendance policy stating that any absence of three days or more without contact from the employee is considered job abandonment and the employee is subject to termination. The organization has experienced significant growth over the years, and the increase in the employee population has prompted stricter policies, which some staff view as unnecessarily controlling. One manager's best employee has been absent without contact for four days and calls in. The employee indicates he had some unexpected personal problems involving his teenage child. The employee did not call earlier due to being distraught, occupied with the situation, and also a bit embarrassed. According to the policy, the employee must be terminated, but the manager is reluctant to do so because this is the department's best employee. This is the first violation, and the serious family issues could escalate if the employee is terminated. Senior leadership has recently taken a tough stance on consistently adhering to company policies and practices due to complaints of favoritism. The manager is hesitant to go to HR for fear they will recommend termination. Instead the manager seeks counsel from a member of the senior leadership team who is a relative and who supports the decision to not terminate the employee. When the employee is not terminated, an anonymous complaint is filed via the employee hotline system. It alleges discrimination and favoritism; there is also a comment about too many new policies. The employee is named, and the complainant demands that other employees terminated under the no-call, no-show policy be reinstated. The protocol requires that HR review all discrimination complaints. Which is the appropriate outcome for the attendance policy violation? > The employee should be terminated per the company policy, to reinforce a consistent focus on policies that have been adopted and put in place. > Immediately terminate both the manager and the employee for violating company policy to reinforce leadership's focus on consistency. > The employee should be suspended without pay to take time to think about his behavior. > HR should factor in the circumstances in this particular situation and recommend that the employee contact the company's employee assistance program for counseling.

Answer: The employee should be terminated per the company policy, to reinforce a consistent focus on policies that have been adopted and put in place. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

Which action can HR take to assist in creating an ethical organization? > Training leaders in ethical practices > Referring all ethical issues to legal counsel > Handling all ethical issues as they arise > Initiating a tip line for reporting ethical violations

Answer: Training leaders in ethical practices To create an ethical organization, leaders and managers need to know how to recognize ethical dilemmas and how to deal with them. Leaders need to know what the organization values and what its expectations are for its leaders and employees.

Define Transparency.

Extent to which an organization's agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.