Initial Assessment 1

What best describes an employee resource group? Answers Group that determines the best use of training funds for diversity and inclusion Affinity group that can serve as a social and professional network for employees Labor-management committee to promote diversity and inclusion in the organization Management task force to promote diversity and inclusion in the organization

Affinity group that can serve as a social and professional network for employees Item lsna-19-192 Rationale An employee resource group (ERG) is a voluntary group in the organization to allow employees who share a particular diversity dimension to provide support to one another. An ERG does not decide on training funds, and it is not a management task force or a labor-management committee.

What cultural layer is exemplified by the pasta dishes that are unique to Italy? Answers Norms and values Basic assumptions Implicit culture Artifacts and products

Artifacts and products Item ks-300-10 Rationale Culture has different layers. At its core are basic assumptions about the way the world works, referred to as implicit culture. The next layer is norms and values based on those assumptions (e.g., respect for elders). Artifacts and products are explicit culture, what we can perceive. This would include clothing, architecture, food, music, art, and so on. The pasta dishes that are unique to Italy fit into the artifacts and products cultural layer.

Which is the proper role of a mediator in resolving an impasse in collective bargaining? Answers Bringing the parties together to find common ground Making a decision that is binding on both parties Preparing a recommendation for a labor court Ordering the parties back to the bargaining table

Bringing the parties together to find common ground Item ls3-8-23 Rationale Mediators seek to find common ground and persuade the parties that it is in their best interests to reach an agreement without resorting to a strike.

The determination that 20 new employees are needed to achieve the organizational strategy for growth in global markets is included in which phase of the workforce analysis process? Answers Supply analysis Demand analysis Solution analysis Gap analysis

Demand analysis Demand analysis forecasts an organization's future workforce composition and considers the number of employees and the skills required to meet organizational goals. Item ls3-7-15

Which type of career development mobility provides meaningful career paths for professional and technical workers whose preferences may be outside traditional management roles? Answers Job enrichment Dual career ladders Job rotations and relocations Promotions

Dual career ladders Item ls2-3-71 Rationale The question aligns with the most distinct characteristic of dual career ladders and lateral movement/growth.

Your organization needs to integrate functions and data for customer relationship management, manufacturing resource planning, finance, supply chain, and human resources. Which would be the best type of technology to implement? Answers Human resource information system (HRIS) Ad hoc reporting system Enterprise resource planning (ERP) system Application service providers (ASPs)

Enterprise resource planning (ERP) system Item ls3-9-27 Rationale An ERP system is an integrated information system that serves all departments in an organization. Such a system typically includes software for functions such as customer relationship management, manufacturing resource planning, finance, supply chain, and human resources.

Which best describes the relationship of the strategic planning process to the environmental scan? Answers The environmental scan is performed by one group, and another group completes strategic planning. The environmental scan is optional if the organization does strategic planning. Environmental scanning is done as part of the strategic planning process. The environmental scan is completed in lieu of strategic planning.

Environmental scanning is done as part of the strategic planning process. Item lsre-5-15-77 Rationale An organization typically conducts a SWOT analysis as part of its strategic planning process. In order to accurately assess the company's threats and opportunities, the company must have an understanding of factors outside of the organization. The environmental scan focuses on external factors and, when done in conjunction with strategic planning, provides additional information upon which the company can base its decisions.

An organization has experienced significant turnover among its creative writers. During exit interviews, the writers have expressed dissatisfaction with rigid starting times, a lack of recognition for their work, and poor communication between managers and employees. How should the organization incorporate the social well-being aspect in its action plan to address the issue? Answers Consider the overall health issues this has caused. Gauge the level of stress of the writers. Adjust the organizational culture to support these challenges. Establish a work/life program that allows flexibility.

Establish a work/life program that allows flexibility. Item ls3-7-4 Rationale The social aspect of employee well-being focuses on work relationships, work/life balance, equity, respect, and connectedness.

The creation of a global compensation and benefits strategy that ignores local differences in culture is most likely to occur in what approach to global management? Answers Ethnocentric Polycentric Geocentric Regiocentric

Ethnocentric Item ls2-4-3 Rationale In an ethnocentric approach, headquarters maintains tight control over international operations, subsidiaries have little autonomy, and key positions are held by headquarters personnel. A strong headquarters bias often blinds management to the subtleties of cross-cultural differences.

Which is a potential advantage of using Internet recruiting? Answers Minimizing liability to governmental discrimination regulations Immediate response expected of the employer Fast and effective distribution of listings Dispensation from any claim of negligent hiring

Fast and effective distribution of listings Item ls2-1-30 Rationale Internet recruiting can definitely provide an effective means to entice job applicants and also allow for filtering mechanisms. But the same legal and ethical considerations that apply to the more traditional recruiting methods also apply to the Internet.

Which method is initially used to resolve disputes regarding interpretation of a clause in a current union contract? Answers Mediation Fact finding Collective bargaining Grievance procedures

Grievance procedures Item ls3-8-73 Rationale A collective bargaining agreement almost always includes a formal grievance procedure. This process provides an orderly way to resolve the inevitable differences of opinion in regard to the union contract.

Which factor contributes to the economic cost of diversity and inclusion efforts? Answers Government regulation Potential for employee backlash Increased wages Increased training

Increased training As organizations become increasingly diverse, there may be increased training costs related to cultural awareness, communication, and team building. Although poorly managed diversity and inclusion efforts may lead to backlash, employee backlash is not a typical economic cost of diversity and inclusion efforts. There is no evidence that government regulation increases the cost of diversity and inclusion efforts, and government regulations do not require diversity and inclusion initiatives. There is no evidence that diversity and inclusion require increasing the wages of employees. Item lsna-19-197

Which is an accurate statement about employment at-will? Answers Most union contracts contain employment at-will clauses. Verbal contracts are generally sufficient. Most contracts contain employment at-will clauses. It is uncommon in most parts of the world.

It is uncommon in most parts of the world. Most countries reject the notion of at-will employment, so contracts generally are required, often within a set time frame from the point of hire. Verbal contracts may be accepted in some countries, but many require a written contract or written details of employment. Terms of employment vary greatly from country to country. Item ls3-8-2

Refer to the following scenario for the next 2 questions. A company is experiencing a high number of work absences across all of its national operations for a variety of reasons, some related to the company as a whole and some specific to company demographics. The head of HR has analyzed payroll expense data and has noted that the higher costs and increasing frequency of using fill-in and temporary staff are having a significant bottom-line impact. After learning about the potential advantages of centralized sourcing, the head of HR asks her recruiting team to look at the options available for a nationally contracted vendor to support the company's needs and make a recommendation. The recruiting team has been primarily experienced in staffing headquarters positions. Individually they are experienced primarily with local recruiting resources. What is the most effective course of action the recruiting team could take to execute their assignments? Answers A. Request that the head of HR ask for general responses and direction from the business heads. B. E-mail business leaders at each location and ask for responses to this plan. C. Given the company culture, the recruiting team should advise against taking this approach. CORRECT D. Meet with their business partners in each region and office location to discuss this proposed approach. It is decided that RFPs will be sent to selected vendors to assist in the recruitment strategy. Once the RFPs are returned, what is critical next step that the HR VP should take to determine which vendor should be selected? Answers A. Review the RFPs and decide which are most appropriate. B. Read only the RFP responses that have the cheapest costs. C. Send all the RFPs to business unit leaders, requesting that they make the decision. D. Evaluate each RFP against each location's predetermined success factors.

Item ls1-1-2ac Rationale D is the best answer. The recruiting team can use relationships with the businesses they support to gather the preliminary information needed to build the business case and the communication plan. A is incorrect. Since this initiative represents a new direction for the business, it requires a more active approach than simply soliciting input. B is incorrect. Reverse delegation is not appropriate if the recruiting team wants to be seen as adding value. C is incorrect. Research and due diligence needs to be conducted prior to making any recommendations. Item ls1-1-2ec Rationale D is the best answer. Evaluating all of the returned RFPs against the key elements for a successful contract relationship would allow for an objective selection process that can be supported and explained. A and C are incorrect. The recruiting team was given the project to complete. Though it is important for the business and the HR director to be a part of the decision-making process, the recruiting team should use a decision-making framework to share the information with them, along with a recommendation based on research. B is incorrect. All responses should carefully be reviewed, as cost isn't the only element that should be considered.

Refer to the following scenario for the next 4 questions. A new operations manager is assigned to a cash management operations function in a global wholesale bank. He recently acquired his MBA, and he has decided to use an assembly-line design and apply a total quality management (TQM) approach to increase efficiency at an offshore location. Many of the employees at the offshore location hold advanced degrees from their home countries and have professional-level experience, but because their degrees are not recognized by the bank, they have been assigned to clerical-level positions. The new manager has implemented his assembly-line approach, and the employees are miserable. They complain to the bank's president, who asks the HR manager to work with the operations manager to implement the change more effectively. In reviewing the changes that have been implemented, HR can see that the new approach has resulted in impressive business results, increasing the unit's throughput rate and the bottom line. However, the assembly-line element of the new work process means that some employees are only stapling documents together or putting them into a file folder. The work is monotonous and offers little autonomy to the employees. HR also notes that one element of the change is a move to a 24/7 operations schedule. Less desirable shifts offer higher pay, but the operation is still experiencing attendance problems. In addition, injuries that can be attributed to fatigue are increasing. It appears that the 24/7 schedule is causing personal and family issues for the employees. How should HR respond to the employee complaints? Answers A. Communicate directly to the employees, acknowledging their concerns and describing a plan to address them. B. Urge the manager to avoid the negative outcomes by reverting to the previous operating model. C. Explain that a change management program will be implemented for the team. D. With the manager, explain the new business approach to the team and ask them to give it a fair trial for the next three months. After responding to the complaints, how should HR continue to support the transition to the new approach? Answers A. Observe the impact of the responses given to the employees and wait to see if more complaints arise. B. Write a white paper on HR's recommendations for solving the problems. C. Recommend a temporary halt to the changes introduced in the unit. D. Use a data dashboard to show the progress of the change to leadership and communicate regular updates to leadership and employees. How could HR involve the employees to improve the design of their new roles and increase their satisfaction with their work? Answers A. Suggest that assignments on the assembly line be made in a random manner that prevents any appearance of favoritism. B. Propose that employees rotate through assembly-line positions so no one will be bound to the monotonous elements of the work for too long. C. Identify the best performers and give them better roles in the assembly-line process, leaving less-skilled and monotonous tasks to the poor performers. D. Facilitate a focus group with employees to identify alternatives that maintain the bottom-line value of the new initiative while solving complaints of boredom.

Item ls1-15-2ac Rationale A is the best answer. Responding directly, honestly, and specifically to the employees is an important step in helping them move forward with the change. B is incorrect, because the changes are helping the operation become more competitive. C is incorrect, because it does not acknowledge the team's emotional reactions to the change. D is incorrect, because the situation requires active management, not just monitoring. Item ls1-15-2bc Rationale D is the best answer. The difficulties of making change can often be overcome by celebrating the positive effects of the change. In this case, the team can see directly the impact of their efforts. A is incorrect. This is a reactive approach and fails to actively manage the team's response to change. B is incorrect. This approach fails to capture and leverage evidence related to outcomes. The white paper may be a concluding documentation effort. C is incorrect. The concept of embedding efficiency in the operations efforts is important, and abandoning the effort will not serve the business well. Item ls1-15-2cc Rationale C is the best answer. This approach recognizes and respects the employees and the issues they have raised by helping them make more informed decisions and build proactive adaptive strategies. A is incorrect. A reading list would be an appropriate supplement to the orientation program, but alone it is not sufficient to implement the change as swiftly as the business needs. B is incorrect. Providing tools to be more supportive of some of the business and personal issues will be more important to the overall success and sustainability of the initiative. D is incorrect. Although employee assistance programs are important, this is a reactive, not proactive, approach and shows little appreciation for the issues raised by the changes in work processes. Item ls1-15-2dc Rationale D is the best answer. It allows the employees to provide input and apply their experience and expertise to create a more sustainable, long-term solution. A is incorrect. The issue is not favoritism but lack of engagement. B is incorrect. Job rotation would provide variety, but it would not impact employee satisfaction as it does not allow the employees to participate in designing their jobs. C is incorrect. Using performance history to assign the roles may create conflicts within the team.

Refer to the following scenario for the next 3 questions. A global consulting firm hires a director of business development from outside the organization, much to the disappointment of one of the managers in the department, who also applied for the position. This manager complains bitterly about the decision to go outside of the firm, and he continues to exhibit disruptive and angry behavior. He feels that he has been unfairly treated, since he believes that he has more experience than the newly hired director. Two months later, the new director of business development has made changes that most of her team are quite excited about. Unfortunately, this does not include the disappointed manager. He openly criticizes the director's ideas, even escalating this criticism to the CEO. He comes to HR to discuss his options in the company. The new director has also come separately to HR regarding the continued hostility from this manager and also about a new employee on the global sales team, who tends to stay to herself and does not interact with the rest of the team. The new sales employee has no problems with attaining her sales goals, but the director does not see her as a "team player" and asks the HR manager for assistance with how best to deal with both of these situations. What response should the HR manager provide to the disappointed and angry manager? Answers A. Acknowledge his viewpoint, and let him vent as much as he needs so that it does not impact his work or damage his credibility. B. Show empathy for his disappointment, confirm that the process was objective, and provide specific deficiencies from his interview for the job. C. Indicate that his approach is not acceptable and that this is an example of the type of attitude that led to his not getting the job. D. Tell him that the process was fair and that if he isn't happy he should consider resigning and going to another organization. What should the HR manager recommend the director of business development do to build the relationship with the disappointed manager? Answers A. Meet with the manager to understand his concerns, explain that bypassing her authority is not acceptable, and encourage him to share his ideas for the benefit of the department. B. Discipline the manager for going over her head to the CEO and work to promote her ideas even more vigorously with the manager and the rest of the team. C. Since it is important for the director to have the full trust of her department, she should seek consensus and implement only changes that are fully supported by all team members. D. In order to avoid conflict, the director should not respond to the criticism but should ask the CEO to deal with the manager on her behalf. What should HR recommend as the best approach for the director to take in regard to the sales employee keeping to herself? Answers A. Spend time with the sales employee, interacting the same way she does with all the other team members. B. Hold an optional off-site team-building activity inviting the entire team to get to know the sales employee better. C. Isolate the sales employee to prevent any distractions, so she can concentrate on contacting new and existing clients. D. HR should talk privately and candidly with the sales employee and explain how her behaviors are impacting the department.

Item ls1-2-2ac Rationale B is the best response, as the HR manager shows emotional intelligence in acknowledging that the manager is disappointed with the outcome. She also needs to address his belief that the process was not fair and ensure that the manager understands her role in ensuring consistency. Through feedback about his interview, the manager can gain valuable insight into how he presents himself. The HR manager should also share her recommendation with the interview team and, if needed, provide coaching and/or guidance on how to give unsuccessful candidates developmental feedback (if she has not already done so). A is incorrect. The role of the HR professional is not that of a counselor. If the employee is having emotional issues in dealing with the fact that he was not selected for the opportunity, the HR manager should consider referring him to the firm's employee assistance program. C is incorrect. While the HR manager has information as to the outcome, she does not have specific feedback about why this manager was not chosen. Additionally, taking an aggressive approach could cause the situation to escalate unnecessarily. D is incorrect. This approach is not constructive and could escalate the situation. Item ls1-2-2bc Rationale A is the best response, as this allows the director to clearly set her expectations in a positive and productive way. If the behavior continues, then she could take additional disciplinary actions. B is incorrect, as this would be taking a drastic initial step that would not be warranted. If the manager's behavior continues, then the director may want to look at more serious options. C is incorrect, as the director is the leader of the sales team and she needs to ensure alignment of the sales and organizational strategies. D is incorrect. The director needs to demonstrate the ability to manage conflict and troublesome employees without the involvement of the CEO. Item ls1-2-2ec Rationale Rationale A is the best response, as this allows the director to establish rapport and build a relationship with the new employee in a natural way. B is incorrect. Since the activity is optional, there is no guarantee that the employee will participate. C is incorrect, as the director would not be encouraging open communication between the sales employee and the rest of the team, and this may result in a less effective sales team overall. D is incorrect, as this suggests that the new employee has done something wrong. This is not a way to build the foundation of effective relationships.

Refer to the following scenario for the next 6 questions. A company has been giving its employees automatic pay increases annually. Recently, however, production has decreased, resulting in less profit. The president tasks HR with implementing a new goal-oriented pay plan to incentivize employees to increase production. HR designs a pay-for-performance plan and trains supervisors. HR also sends an e-mail to all employees explaining the change, referring employees with questions to their supervisor. As part of the new program, goal development is handled by supervisors. However, some supervisors feel that the change in pay philosophy is unnecessary and tell employees that the new pay plan will not work. Twelve months pass, and, upon review of performance evaluations, HR finds that some appraisals lack goals and do not objectively measure employees' work performance. The results are recommended pay increases that are subjective and unsubstantiated by metrics. Rumors that pay increases will be provided to employees who are favorites begin to impact morale, and work production continues to decline. Leadership is disappointed with the results of using a pay-for-performance system. HR is instructed to temporarily revert to the original pay plan and complete a further analysis of its continued viability. Employees are satisfied; however, the reputation of the company and HR has suffered by this rollout, and production has not increased and profits are still low. Which step should HR have taken to address supervisors who have openly communicated that the new pay plan would not work? Answers A. Hold meetings with all supervisors before rolling out the new plan to address their concerns. B. Meet with the supervisors after the plan is implemented in order to obtain buy-in. C. Allow supervisors to create their own communication plans to share the details with their employees. D. Delay rolling out the new plan until all supervisors and workers are on board. HR still believes that the cause of decreased production is the absence of incentive pay. Which recommendation should the HR manager include in a business case for an incentive pay program that would convince leaders while rebuilding HR's credibility? Answers A. Assess the organization's turnover rate along with supervisors' input and employee opinions on exit questionnaires. B. Gather data on the number of employees, profits for the preceding year, and the current pay structure. C. Analyze data related to the organization's mission, strategy, goals, size, industry, and location and on talent availability. D. Review the current payroll budget, the turnover rate, employee input on the pay philosophy, and leadership goals. The president and the HR manager agree on a 90-day period to address the problems related to workforce morale and the new pay plan. Which is the best first step for the HR manager to identify the root cause of the morale issues in order to develop a plan to address them? Answers A. Advise leadership to revert to the original pay plan and communicate to employees the way forward. B. Research morale at other businesses similar to this company and how they implement change initiatives. C. Talk with the employees to understand their concerns and how supervisors supported the change efforts. D. Eliminate the performance appraisals because they have been inaccurate and take time away from production. Which approach should HR take first to encourage better alignment between the organization and the employees in order for them to accept and sustain the new pay system? Answers A. Train supervisors on how to provide feedback and respond to employee dissatisfaction in regard to ratings. B. Communicate the desired outcomes and company-wide production goals and include the immediate supervisors' input. C. Publish the compensation philosophy and pay increase matrix to increase understanding of the plan. D. Identify organizational and departmental goals, specific employee performance and behaviors, and meaningful metrics. It is discovered that some supervisors are unable to effectively answer employee questions about the new pay plan. Which primary learning activity should the HR manager offer to prepare supervisors for their communication with employees? Answers A. Conduct training that includes role playing and different scenarios that could arise in the employee meetings. B. Provide case studies so supervisors can independently read and answer employee questions about retention and pay-for-performance. C. Share presentations about survey data and a regression analysis leading to the new pay plan. D. Participate in difficult performance appraisal meetings with employees and conduct on-the-job training with the supervisors. Which first step should the HR manager take to change the current perceptions of HR with the company's managers? Answers A. Recommend reinstatement of the prior pay plan with minimal communication. B. Notify all employees about the retraction of the new pay plan to avoid employee complaints and supervisor dissatisfaction. C. Publish HR's mission, vision, and values statements, HR services, and the names of HR staff and their availability. D. Communicate the organization's mission, vision, and strategy and HR's role in support of the organization's and employees' success.

Item ls1-4-3ac Rationale A is the correct answer, because it addresses the supervisors' concerns directly. In order for the plan to work effectively, supervisors must understand the value of the new program. B is incorrect. Buy-in from the supervisors should occur prior to the implementation of the pay plan. C is incorrect. Supervisors can have input into the system but typically do not have expertise in developing incentive plans. D is incorrect, because it does not address the supervisors' concerns. Item ls1-4-3bc Rationale C is the correct answer, because it considers the key factors critical to pay strategy development in the company's market and helps the company decide whether to lead, match, or lag its competitors. Incentive pay should align the employees' achievements with the organization's targeted objectives. A, B, and D are incorrect, as they include factors that are irrelevant to developing a pay strategy and may lack all the factors needed to appropriately analyze whether or not to implement incentive pay. Item ls1-4-3cc Rationale C is the correct answer. Direct communication with employees will get to the root of the morale issue. A is incorrect, because it does not attempt to solve the problem and undermines HR's work. B is incorrect. The research should be focused on the morale of the employees in this company. D is incorrect, because it does not directly address the issues of low morale and the new pay plan. Item ls1-4-3dc Rationale D is the correct answer, because it considers all aspects of the pay system and ties individual performance to organizational goals. A and B are incorrect. Although these components may be included in a pay system, many other items should be included. C is incorrect. Not all companies include merit increases as part of the pay system, and there are many other items that should be included in the plan related to employee performance and behaviors. Item ls1-4-3ec Rationale A is the correct answer, because it allows participants to practice appropriate behavior and responses for various situations in a safe environment. B is incorrect. A case study could be helpful in teaching one specific scenario, but it will not prepare supervisors for the variety of questions that employees might ask. C is incorrect. Regression analysis measures the relationship between variables. D is incorrect. Once the supervisors are on the job, they need to be already equipped with the answers to questions that the employees might ask. This is not appropriate training for this kind of situation. Item ls1-4-3fc Rationale D is the correct answer, because the organization has been resistant to change and needs new ideas and systems thinking. This expands the employees' and supervisors' perception of goal setting and the role of HR as well as other departments' impact on employees' and the organization's success. A is incorrect, because failing to communicate any information about the change will likely create more confusion. C is incorrect, because sharing HR's contact information and role, while helpful, does not address the morale issues or does not help employees and supervisors with the change in the pay plan. B is incorrect. While it is a short-term response, it does not improve the perception of HR.

Refer to the following scenario for the next 4 questions. 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 that functions independently. All 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 a reduction in practitioners, cost savings, improved consistency, and elevated expertise. A human resources manager who has been with one business unit for the last seven years has been asked to join 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, the team has been looking at the pros and cons of different HR structures, and they are discussing a shared services approach. How should the team start the process of determining the appropriate HR servicing model? Answers A. By reviewing financial results and productivity measures for the company B. By researching and implementing trends and best practices of other organizations C. By determining a structure that will align with the company's strategic plan and objectives D. By talking with employees to gain insight about what outcomes they are looking for How should the team best use the HR manager's experience with the organization? Answers A. They should use the HR manager to provide balanced input into the structure and delivery approach. B. They 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 the team has other members. D. They should not consider the HR manager's input, as he does not have an understanding of corporate HR. What should the team do to gain buy-in for its recommendations? Answers A. Getting buy-in isn't practical due to the decentralized nature of the organization. B. The organization is sponsoring this team; therefore, there is no need to get buy-in on the changes. C. The team should wait until the leadership asks for its recommendations; then it should provide them. D. The team should develop a business case outlining its recommendations to present to the leadership team. Changes to the HR structure or delivery model can create frustration and anxiety among employees. What is the best approach the team should take to ensure a smooth adoption by employees? Answers A. Do nothing, as it is too early to create a communication plan and it may cause confusion and concern among employees. B. Respond to employees when they start to provide feedback during the implementation of the new structure and delivery model. CORRECT C. Develop an impactful communication plan outlining the team's purpose, the need for change, and a high-level overview of the upcoming changes. D. Begin talking with employees about changes that could occur and ideas that are being tossed around as potential solutions in HR delivery.

Item ls1-5-2ac Rationale C is the best response, as HR's function is to serve the strategy of the overall organization and the company's strategic plan should guide all decisions, including the HR structure and delivery model. 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. Researching the best practices of other organizations is helpful; however, it is not the only action to take in determining an HR structure. 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 is important, it happens much later in the process. Item ls1-5-2bc Rationale A is the best response, as this allows the team and the HR manager to understand both the corporate and location perspectives. 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. Item ls1-5-2cc Rationale 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 their advantages and disadvantages. 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, it will not necessarily be aware of the decisions and recommendations that the team is making or that the 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. Item ls1-5-2dc Rationale 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. 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.

Refer to the following scenario for the next 2 questions. An HR manager is the liaison for the sales department at an organization with roughly 600 employees. Recently the organization had a slight downturn in revenue and profit. To save money, over the past year, the sales department's senior management has laid off several administrative assistants and assigned their work tasks, such as photocopying and processing sales orders, to the sales staff. Additionally, the department has modified its compensation system by reducing base pay but increasing sales commissions. The HR manager believes that the additional work duties and new compensation system have put substantial stress on employees. It's been observed that employees seem dissatisfied with their jobs and are leaving the organization or thinking of leaving. One recently departed employee told the HR manager that he had looked for a new job because the increased workload caused him to make fewer sales, thereby significantly reducing his salary. The HR manager brings their concerns to the vice president (VP) of sales. The manager tells the VP that he is worried about the effects of these changes on the department, such as high turnover and the loss of institutional knowledge. The VP disagrees with the manager; he believes that turnover is good for the department because poorly performing employees are leaving. The VP notes that one employee comes in late, leaves early, and takes a long lunch break every day. The VP believes that the recent changes to compensation save the company money by not employing administrative assistants and motivate sales employees to work harder by focusing on sales commissions. The VP tells the HR manager to ignore employees' complaints and focus on hiring new employees who are willing to take on the additional tasks and work harder. Which approach is most effective for the HR manager to use to resolve his disagreement with the vice president of sales? Answers A. Suggest that HR conduct several focus groups and exit interviews to find out why employees are leaving the company and if they are dissatisfied with their jobs. B. Elevate his concerns about the extra job duties and modified compensation system to the senior vice president of the division and the vice president of HR. C. Suggest that the department hire several low-cost interns to carry out basic job duties (e.g., photocopying), thereby removing some of the workload from the sales team and allowing them to focus on sales. D. Suggest to the employees that they visit the VP's office as a group and share their concerns. What is the best way for the HR manager to evaluate the effectiveness of the new compensation system to increase sales? Answers A. Conduct a survey that asks about employees' satisfaction with the new compensation system and whether or not they believe it is effective for increasing sales. B. Conduct a benchmark comparison of compensation systems against those of marketplace competitors. C. Recommend that they delay measuring effectiveness for at least one sales cycle to determine whether sales have increased. D. Review existing research and literature on best practices to see if similar changes in other organizations have been effective.

Item ls1-6-1ac Rationale A is the best answer. First the HR manager needs to determine whether his suspicions (that employees are dissatisfied with the new work tasks and compensation system) are correct. B is incorrect. It unnecessarily escalates the issue by not trying to address the issue directly with the VP initially. C is incorrect. It takes an action (hiring interns) that may or may not address the underlying issues and incurs additional costs. D is incorrect. This could lead to a conflict between the employees and the VP and create potential protected and concerted activity concerns under the National Labor Relations Act. Moreover, it would be inappropriate for HR to suggest this to employees. Item ls1-6-1bc Rationale D is the best answer, because it uses research conducted in other organizations. Although the findings may or may not generalize to this company, the approach is very inexpensive and easy and takes advantage of rigorous research conducted by academics and experienced HR professionals. A is incorrect. Employees have limited expertise to drive their assessment of the compensation system, and satisfaction does not necessarily correlate with effectiveness. B is incorrect. It will provide information about what other organizations are doing but will not allow for an evaluation of the compensation system as it relates to sales. C is incorrect. By conducting due diligence, the HR manager could review existing research and decipher if and how the changes have impacted other organizations. This could save time spent on ineffective approaches.

Refer to the following scenario for the next 6 questions. The IT director of a research organization has created an innovative software application that enables researchers around the world to conduct research more efficiently. The application has been a great success; it has won several awards and has received recognition from industry leaders. Over time, the IT director has bragged about the success of the program, stating that no one else could have come up with this idea. Even though the organization's mission is to be a learning organization with a strong commitment to knowledge sharing, the IT director has refused to share knowledge of the application with anyone else in the organization for fear of losing power and control. The organization's leadership won't confront the IT director about this because there is no contingency plan if the IT director were to get upset and quit. While the IT team reports to the IT director, the IT director has no direct supervisor. Recently, the HR manager received a verbal complaint that the IT director openly yelled at the IT team during a meeting—intimidating staff and making them feel worthless. Upon examining the issue, the HR manager learns that the IT director constantly overworks employees and treats them in an intimidating manner. The HR manager discovers that the IT director has created a culture of being uncollaborative by explicitly telling the rest of the IT team not to share any of the department's secrets. Furthermore, the IT team has been told to lie about the status of certain projects by stating that work is being done when in fact it is not. How should the HR manager report these findings to the organization's leadership? Answers A. Hold an urgent meeting that includes the leadership and the entire IT department, with the exception of the IT director. B. Hold a meeting with the IT director and share all of the information. C. Request that employees send an e-mail directly to the organization's leadership regarding the issues they are having. D. Request to hold an urgent, face-to-face meeting with leadership, and ask that the details of the meeting remain confidential. Which solution should the HR manager suggest to reinforce the organization's commitment to being a learning organization? Answers A. Encourage the IT team to ignore the IT director and start sharing knowledge with the rest of the team. B. Request that the leadership hold a company-wide meeting to reiterate the mission of being a learning organization, and build performance metrics and incentives around the mission. C. Send out a company-wide e-mail acknowledging that the actions of the IT director are not indicative of the organization's mission. D. Terminate the IT director for creating an environment that is against the company's mission. Which strategy would help assess and correct the collaboration issues the IT department is facing? Answers A. Evaluate work relationships between employees and departments, clarify work expectations and reporting relationships, and assess the gap in operating expectations. B. Analyze existing resources, job descriptions, and salaries. C. Design and develop a performance management plan for each employee. D. Hold a team meeting with the IT department and ask for strategy proposals. Which key problems affecting the IT department should the HR manager present to the organization's leadership? Answers A. Lack of innovation within the IT department B. Deficiencies in knowledge, skills, and abilities of the employees in the IT department C. Process-related problems because of inefficient systems D. Behavioral and cultural problems, specifically related to communication, leader-employee relationships, workplace atmosphere, and collaboration Based on the initial discoveries of the HR manager, which action(s) should be taken against the IT director? Answers A. Terminate the IT director, since policies were violated. B. Suspend the IT director for two weeks to allow tensions to cool among the staff before his return. C. Suspend the IT director with pay in order to conduct an investigation, and, based on the investigation, decide whether he should be terminated or put on a performance plan. D. Suspend the IT director without pay. Which approach should the HR manager recommend to the organization's leadership to address the IT director's behavior? Answers A. Provide both verbal and written feedback to the IT director, hold consistent meetings, stress the importance of accountability, and ensure that the IT director's job description is aligned with the organization's mission. B. Terminate the IT director to avoid any escalation of complaints, as there is no chance of correcting his behavior. C. Suggest that someone from the HR team hold a weekly coaching session with the IT director to offer negative feedback. D. Suggest that someone from the HR team directly manage the performance of the IT director.

Item ls1-6-3ac Rationale D is the correct response. Due to the sensitivity of the information, it is best for the HR manager to hold an urgent, face-to-face meeting. A is incorrect. Employees in the IT department may not be comfortable with discussing these issues in front of leadership due to concerns about confidentiality. B is incorrect. Unless it is absolutely critical, due to the sensitivity of the information, the HR director should meet with leadership first before meeting with the IT director. C is incorrect. The employees may not feel comfortable enough to send the complaint directly to the organization's leadership, and it is also the responsibility of the HR manager to assist the employees with these kind of issues. Item ls1-6-3bc Rationale B is the best response, as it is always best for the leadership to demonstrate its commitment to the mission by verbally communicating it to employees and building an environment that encourages it. A is incorrect. It would be unprofessional and counterproductive to undermine the IT director. C is incorrect. This would only undermine and embarrass the IT director, and it would create more issues for the organization. D is incorrect. Terminating the IT director will not solve the issue of collaboration. Item ls1-6-3cc Rationale A is the best response, as this strategy will address the issues around collaboration, interpersonal relationships, and the work expectations of employees. B is incorrect. Analyzing the use of resources and job descriptions does not address the interpersonal or structural issues. C is incorrect. Designing and developing a performance management plan for each employee does not address the collaboration issues for the whole department. D is incorrect. Although this type of forum would allow employees to share concerns, it most likely will not result in strategies to correct the interpersonal and structural issues. Item ls1-6-3dc Rationale D is the best response, as it accurately reflects both the behavioral and cultural challenges the IT department is facing. A is not a good response. Innovation is not a challenge for the IT department; sharing knowledge and learning is. C is not a good response, as there are no indications that inefficient systems are a challenge. B is not a good response, as there are no indications that there are cognitive challenges with anyone in the IT department. Item ls1-6-3ec Rationale C is the best response, as it will allow time for the HR manager to conduct a detailed investigation of the matter without any interruption, distraction, or obstruction from the IT director. A is incorrect. It would be inappropriate to terminate the IT director without further investigating the initial discoveries and whether they warrant termination. B is incorrect. It would be inappropriate to suspend the IT director without conducting an investigation and then allow him to return to work without any type of performance improvement plan. D is incorrect, as it would be inappropriate to suspend the IT director without pay when an investigation has not yet been conducted. Item ls1-6-3fc Rationale A is the correct response, as it has all the required components to correctly manage the performance of the IT director and is aligned with the organization's mission. B is incorrect. There is no indication that the IT director has ever been properly managed in order to achieve the desired results. C is incorrect. Any coaching session would have to provide both positive and negative feedback. D is incorrect. It would be inappropriate for the HR manager to manage the performance of the IT director, as the HR manager is not the supervisor.

Refer to the following scenario for the next 5 questions. The recruiting department is overwhelmed with requests to hire more employees for a 24-hour company call center. Recently, several recruiters and a number of long-time, high-level performers resigned to work for competitors for better pay. The remaining workforce feels that the work is tedious, the pay is low, the space is noisy, and there are no opportunities for advancement. A high-volume contract recruiter from a local search firm has been brought in to assist in hiring for the call center vacancies. The contract recruiter sets up a private office and is given system access to all online search engines paid for by the company. The office doubles as an interview room, and the company is charged a finder's fee for each candidate that the call center manager interviews. The HR manager is alerted in casual conversation with the call center employees that the contract recruiter is the spouse of the call center manager and that several nonqualified candidates have been sent through the interview process at the company's expense. What should the HR manager do with the information about the contract recruiter? Answers A. Hire permanent recruiters through an outside agency. B. Review the master services agreement with the recruiter's company and audit the candidates presented for interviews to determine any misconduct. C. Install a surveillance camera in the contract recruiter's office to investigate the allegations. D. Given the current environment of the company, the HR manager should focus on other concerns instead of the contract recruiter's approach in filling the vacancies. What can the HR manager do to ensure that only qualified candidates are being selected for the interview process? Answers A. Outline detailed job descriptions for each vacancy to include minimum qualifications and requirements and review each candidate's background prior to interview selection. B. Explain the job requirements and environment and ask whether the candidate can work within those parameters. C. Explain that there are no promotional possibilities; the job is very boring and the turnover is high. D. Ask for examples of different call centers the candidate has contacted on a personal basis to get a better understanding of his or her experience. What is the best solution the HR manager can suggest to address turnover? Answers A. Survey the employees to determine if on-site day care is of interest to permit working parents to bring their children to work. B. Create a new career path within the organizational structure that will give the employees opportunities for promotion and develop them into future supervisors. C. Rotate employees on different shifts so they will be able to work with other team members and will not become bored. D. The HR manager really can't offer creative solutions that will reduce turnover; therefore, the manager should focus on recruiting new talent. How might the HR manager quickly address compensation to assist with retention? Answers A. Increase the opportunity for telecommuting for all employees at all times. B. Based on local regulations, award premium pay for evening, holiday, and long hours. C. Outsource the entire call center to save costs to the business. D. Hire temporary workers to fill the gap in the short term. How should the HR manager respond to the report about the contract recruiter's relationship with the call center manager? Answers A. Ask the contract recruiter what information is being shared at home. B. Do a follow-up exit interview with all employees who left during the past year asking how they found their new positions. C. Have the IT department monitor the contract recruiter's computer to audit the recruiter's work activity and confirm that it's not for another organization. D. Talk with the contract recruiter and share that the company is aware of the personal relationship that creates a conflict of interest.

Item ls1-7-4ac Rationale B is the best answer. It is important to understand the terms and conditions of the recruiting firm's contract prior to taking any action. A is incorrect. While hiring through an agency is always an option, by itself this will not prevent the appearance of misconduct. C is incorrect. This would show only what is happening in the office and is not a proactive solution. D is incorrect. Misconduct should always be a concern for the company, no matter what the environment is. Item ls1-7-4bc Rationale A is the best response. Understanding the job qualifications and requirements is important prior to candidate selection to ensure a fair and objective interview process. B is incorrect. Asking candidates if they can work within the parameters does not mean that they meet the minimum qualifications of the job. C is incorrect. Many call center employees do not feel that their jobs are boring. Providing purely negative information does not give a balanced view, and recruiting success will be greatly diminished. D is incorrect. Being on the customer side of a phone call is not an adequate qualification or requirement for the role. Item ls1-7-4dc Rationale B is the best response. Introducing supervisor roles would respond to the employee comments that there is no room for advancement and would motivate employees to grow into new tasks, which also addresses the feedback about the work being tedious. A is incorrect. While this might be one benefit that some employees appreciate, it does not address the specific issues raised by those leaving the call center. Furthermore, it would take a lot of time and money to implement. C is incorrect. Requiring employees to rotate shifts does not change the work environment and may cause more dissatisfaction with employees. D is incorrect. No matter what the business environment is, the HR manager should always attempt to offer creative solutions that will improve the company. Item ls1-7-4ec Rationale B is the best response, as it is immediate. Premium pay for additional hours worked may be awarded depending on country or local laws and regulations. A is incorrect. This would not address the issue of compensation. C is incorrect. Outsourcing is a strategy for call centers, but this does not address the question of compensation. D is incorrect, as it does not address the question. Item ls1-7-4fc Rationale D is the best response. The personal relationship between the contract recruiter and the call center manager is a conflict of interest and should be addressed immediately. A is incorrect. The discussion of the candidates by the recruiter and call center manager is not the issue. The issue is that the relationship has interfered with oversight of the recruiter's performance. This is the real issue, the conflict of interest. B is incorrect. This would provide no insight into the contract recruiter's behavior in recruiting new talent. C is incorrect. Although the IT department can monitor company computers legally, there is no indication that the recruiter is using the computer for activity other than for the company.

Refer to the following scenario for the next 4 questions. An HR manager receives a call from an employee who indicates that he feels harassed and needs to talk to someone immediately. The employee alleges that his supervisor treats him differently. He also accuses his supervisor of logging onto his computer and making program changes and sending inappropriate messages to others. When HR asks for proof, the employee indicates that all evidence has been deleted by the supervisor. The employee also shares his belief that other employees, including the marketing manager, are trying to discredit him. The employee further accuses the supervisor of making sexual advances toward him. HR's speaks with the supervisor, who reports that there have been problems with the employee for some time. There have been several warnings, and the employee's behavior is becoming more erratic. The supervisor wants to proceed with termination of the employee. She is concerned that if nothing happens she will see high-performing employees leave. The HR manager mentions the accusations of harassment. The supervisor angrily yells "This employee is crazy!" and storms out of the HR manager's office. The employee leaves work at the end of his shift, gets into a car accident, and sustains minor injuries that will cause several days of absence from work. As proof of temporary disability, he forwards the physician's notes. The notes, however, also refer to symptoms of mental illness. What is the best response the HR manager should provide to the supervisor's request to terminate the employee? Answers A. Proceed with the next step in the disciplinary process, termination, but do not share the employee's allegations. B. Explain to the supervisor that she is busy this week but will help her with the request next week. C. Meet the supervisor halfway in her request and suspend the employee until more information is obtained. D. Tell the supervisor that allegations have been made by the employee and HR must wait for the outcome of the investigation. What corrective action should the HR manager recommend be taken in reference to the patient information included by mistake in the physician's notes? Answers A. Hold the information in a special file so it will be readily accessible if needed in the future. B. Report to the physician that health information was inappropriately disclosed and request an amended report. C. Include the information in the investigation, as it is critical to the investigation's outcome. D. Send a copy of the note to the physician's office and request that they be careful next time. Three employees have now come forward indicating that if they are forced to work with the employee making the accusations, they will quit. What is the best first step the HR manager should take to prevent this from happening? Answers A. Ask specific questions of the three employees to determine if investigating their concerns is warranted. B. Send the employees back to work, as the employees have no right to threaten that they will resign. C. Agree with the employees and advise them that the employee making the accusations will be soon be terminated. D. Tell the employees about the issues going on and suggest that the concerns are due to the employee's medical condition. What approach should the HR manager take to address the supervisor's outburst during the initial conversation? Answers A. Immediately send her home for the rest of the day because of the inappropriate actions. B. Follow the supervisor and confront her promptly about her outburst. C. Arrange to meet with the supervisor at a later time and in private to address her outburst. D. Ignore the supervisor's reaction, attributing it to stress from the situation.

Item ls1-8-2bc Rationale D is the best response, as the manager is being transparent with the supervisor as to why termination would not be the best approach to take. It is HR's ethical and legal responsibility to investigate these charges before terminating the employee, even for documented performance issues. Termination at this point would also make the employer vulnerable to charges of retaliation. A is incorrect, as a termination at this point would create the appearance of retaliation and would pose a legal risk for the employer. B is incorrect, as being untruthful is not the ethical or courageous approach. C is incorrect. No actions should take place until the outcome of the investigation is determined. Item ls1-8-2cc Rationale B is the best response, as it not only removes the information from the possession of the company but also allows for the health-care provider to be aware of their mistake and to correct future deficiencies in safeguarding patient information. A and C are incorrect, as the information may be irrelevant to the matter being investigated. This information should not be retained or kept, as it has the potential to put the company at risk of having information that was not properly disclosed or authorized by the employee. D is incorrect. The document should be destroyed, and the physician's office should be informed of the incident. Faxing a copy of the document or creating any other copies of it could have legal implications. Item ls1-8-2dc Rationale A is the best response, as the manager needs to understand whether there are issues to investigate or if the issues are indeed with the employee making the accusations. Without the additional information, the manager will not be able to effectively resolve any conflicts in the workplace. B is incorrect. The manager needs to demonstrate that she values and respects the feedback of all employees by listening to their input, asking questions, and investigating claims when warranted. C is incorrect, because the manager should not agree to specific demands made by employees without investigating first. D is incorrect, since this would be disclosing personal information about employees, which may violate specific laws or legislation. Item ls1-8-2ec Rationale C is the best response, as the manager needs to address the interaction with the supervisor in a private manner. Given the supervisor's behavior, the manager should most likely let the supervisor collect herself and then address the behavior in private, outlining the specific ways the supervisor should have behaved. A is incorrect. This reactive approach could further escalate the matter. The manager should wait for a period of time, discuss the outburst in private, and, based on that conversation, determine what actions are needed. B is incorrect. By following the supervisor, the manager could cause additional negative reactions. Waiting for a short period of time is a better approach to addressing a highly emotional situation so that individuals can be better focused. D is incorrect, as not addressing the behavior suggests that it is acceptable.

Refer to the following scenario for the next 5 questions. The performance of the head of the IT department has been eroding in the past few years. The employee is no longer capable of meeting the minimum expectations of this role as result of not keeping current in his professional development. 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 tenable, 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 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 generalist recommend to address the more pressing concern regarding the individual employee performance? Answers A. In order to prevent conflict, privately confront the employee directly and state that accountability will be consistent for all employees going 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, including a time line in which to resolve them. D. Meet with both management and the employee to gather additional information to make a more informed recommendation. The HR generalist realizes that there is the potential for other employees to have been shielded from accountability. Which action should the HR generalist take to ensure that all employees are being treated equally? Answers 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 of the most tenured employees first to ensure that shielding of tenured employees from accountability is not an ongoing practice. 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. Which approach is the most effective way to do this? Answers A. Send out an e-mail to which everyone must reply with an e-mail acknowledgment that states "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 in which the most up-to-date employee handbook is reviewed and employees sign 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 After meeting with several of the managers of the organization and discussing employees, the HR generalist determines that managers are uncomfortable having accountability conversations with employees. Which recommendation should the HR generalist provide to rectify the issue? Answers A. Hire an external consultant to create and deliver training to give managers confidence in having accountability conversations. B. Create an employee meeting tracking tool and coach the managers who fail to have meetings often enough. C. Conduct a survey of managers to gauge their level of confidence; then create a time-sensitive training tool to aid in developing their confidence. D. The HR generalist should have the conversations on behalf of the managers. 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? Answers A. The 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 or if they need to be reviewed and revised. C. Review with management the importance of job descriptions and how they set the expectations for performance. D. Partner with management to make certain that employees are aware of additional training resources available.

Item ls1-8-3ac Rationale 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. Item ls1-8-3bc Rationale 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 on policy without the involvement of the managers. Item ls1-8-3cc Rationale 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 attended a meeting. A is incorrect. Sending out an e-mail and asking for an 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 only those employees that they think need the review lacks the level of consistency that is required in HR. Item ls1-8-3dc Rationale 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. Tracking meetings and arbitrarily deciding on a number fail to take into account individual employee development. D 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. Item ls1-8-3ec Rationale 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. 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.

In a conversation outside of work, an accounts payable supervisor shares with an HR professional secondhand reports about another employee's marital problems. Which approach should the HR professional take? Answers Ask if the employee is having performance issues. Advise the supervisor not to engage in gossip. Approach the employee in question independently and offer counseling. Refrain from participating in or correcting the behavior.

Item ls4-13-48 Rationale Ethical employers protect the rights of employees. This includes respecting employee privacy. The HR professional should model this respect for workplace privacy. Approaching the employee, even in good faith, violates privacy. If the supposed problems have created performance issues, the manager should have reported them, not the rumors.

A large multinational organization is implementing an organization-wide diversity and inclusion initiative. Which practice will help the initiative succeed? Answers Write the initiative in the most commonly used language, thereby avoiding errors in translation. Research newest trends in diversity and inclusion, adopting them so the initiative does not need to change for an extended period of time. Implement the policy uniformally across the organization, ensuring that all employees are treated equally. Leave implementation to managers at the local and national levels, so the policy can be adjusted for local laws, norms, and traditions.

Item lsem-700-2 Rationale By leaving implementation to managers at local and national levels, the initiative will be flexible enough to be successful organization-wide. The initiative should be translated into as many languages as needed, to enhance understanding across the organization. Just because one language may be more commonly used does not mean that it will be widely or universally understood. Forcing the initiative to be implemented uniformally may result in the initiative violating laws in some localities or violating cultural norms, causing the initiative to be less effective. Regardless of how forward-thinking the policy is, it will necessarily have to change and adapt over time in order to continue to be successful.

Refer to the following scenario for the next 3 questions. The HR director and the CEO of a mid-sized company each receive an identical letter in the mail. The letter is from an anonymous disgruntled employee, and it accuses a company executive of several negative actions, including bullying, misrepresenting funds, and openly criticizing other executives during conversations with lower-level employees. The letter states that the employee has chosen to remain anonymous because the employee mistrusts the HR department and fears retaliation. Which step should the HR director take first to address the accusations in this letter? Answers A. Review the executive's personnel file for information that suggests that a pattern of behavior exists. B. Call together this executive's direct reports to ask for opinions regarding the issues outlined in the letter. C. Place the executive on paid leave to prevent further issues while the accusations are being investigated. D. Ask the CEO to conduct an investigation because of the conflict of interest if the HR director handles it. Which action should the HR director take to most effectively address the employee's reason for reporting the issue anonymously? Answers A. Send an e-mail to all employees that encourages them to take advantage of the HR director's open-door policy. B. Ask the CEO to discuss the importance of submitting ethical concerns at the next company-wide meeting. C. Send an e-mail to all employees with success stories of anonymous feedback that was received and acted on by executives. D. Review the company's policies and procedures to protect employees who report issues at the next all-employee meeting. Which action should the HR director take to best ensure that executives understand and comply with the company's expectations of leaders? Answers A. Develop a yearly training series that emphasizes behavioral expectations for all employees, including executives. B. Ask the company's compliance officer to meet with executives on a regular basis to discuss compliance issues. C. Ask the CEO to write an e-mail encouraging all employees to take an active role in escalating concerns in a timely manner. D. Examine open-ended feedback received through the annual employee survey to determine the main areas of concern.

Item lsna-19-504a Rationale A is correct. The HR director will want to perform a cursory review of the executive's personnel file to determine if other behavioral or performance issues have occurred that he or she may not be aware of. This first step will help to determine if further action should be taken. If it is found that there may be an issue with the executive, the HR director and the CEO should then jointly decide on what the appropriate course of action should be (e.g., a more in-depth investigation of the allegations indicated in the anonymous letter). B, C, and D are incorrect, as there is no evidence that an investigation is warranted or the involvement of others is needed at this point in time. Item lsna-19-504b Rationale D is correct. The procedures for reporting workplace issues and the protections afforded to employees should be continuously shared and reinforced. This communication is just one aspect of creating a positive employee environment to build trust between employees and leaders in the organization. Additional activities should also be encouraged by the HR director to continue to build this trust. A is incorrect, as an e-mail is not the ideal way to open the lines of communication, especially if employees are hesitant to attach their name to a complaint. B is incorrect, as limiting a discussion to reporting only ethical concerns does not help with reporting other issues. C is incorrect, as sending an e-mail does not open the lines of communication and reinforces distrust between employees and managers. Item lsna-19-504c Rationale A is correct. Annual training is an effective, and sometimes mandated, way of sharing the roles and responsibilities that leaders have in encouraging reporting of issues and preventing workplace retaliation. This is often a first step in a broader approach to creating a culture of ethics and compliance in an organization. B is incorrect, as this is broader than focusing on compliance only. C is incorrect, as e-mail communication to all employees does not address the specific actions that need to be taken by the leadership team. D is incorrect, as an employee survey may not have surfaced the need for executives to comply with behavioral expectations.

Technology now encompasses most business activities. Which areas of HR practice can technology support? Answers Just the administrative HR areas Primarily training Nearly every HR functional area Primarily legal compliance

Nearly every HR functional area Nearly every functional area can be supported by technology applications. Item ls3-9-4

An organization is interested in beginning the process of creating an ethical environment. Who has the most impact on the success of this process? Answers Local community Organization's employees Organization's leaders Organization's customers or constituents

Organization's leaders The process of creating an ethical environment must begin with the organization's leaders. It must receive continuous reinforcement from leadership at all levels. Item ls4-13-62

To encourage a move away from identity groups to a more conceptual perspective of diversity, Gardenswartz and Rowe discuss which four dimensions of diversity? Answers Global, national, community, and family Gender, race, ethnicity, and religion Society, community, family, and personality Organizational, external, internal, and personality

Organizational, external, internal, and personality Item lsna-19-250 Rationale To fully benefit from diversity and inclusion, organizations increasingly seek diversity on multiple dimensions of an individual. While recognizing the specific needs of identity groups, Gardenswartz and Rowe describe four layers of diversity: organizational, external, internal, and personality. This model highlights that all employees are multidimensional and individuals are more complex than their visible identities might suggest.

Which statement exemplifies Hersey-Blanchard's situational leadership theory? Answers Over time individuals require a different type of direction and leadership. Leaders need to be charismatic because employees dislike rigid controls and inherently want to accomplish something. Leaders don't need personal relationships with mentors to learn from them. A team leader is one equally concerned with people and production (task) to the maximum degree.

Over time individuals require a different type of direction and leadership. The Hersey-Blanchard theory states that effective leaders change their leadership style to provide the level of direction and interaction that individual employees need at that point in their development. Since one employee's needs will differ from another's and since an employee's needs six months from now will be different from the employee's present needs, leaders must be able to identify an individual's current needs and provide the most effective levels of direction (from managing closely to delegating) and motivation (from selling the employee on the task at hand to empowering the employee through participative decision making). Item ks-300-1

How can factors like PESTLE analysis data have a greater impact on successful employee engagement and retention? Answers The PESTLE analysis process adheres to local customs. PESTLE analysis makes the best use of HRIS. Foreign governments are not threatened by PESTLE analysis. PESTLE data helps in adapting to environmental realities.

PESTLE data helps in adapting to environmental realities. Organizations that use PESTLE analysis data are much more likely to be successful because the information facilitates adapting to environmental realities that may impact employee engagement. Item ls2-1-5

Performance improvement involves accurately identifying sources of unacceptable outcomes and intervening to create effective practices. Impractical or outdated procedures are an example of which type of performance problem? Answers Cognitive Process-related Technological Cultural

Process-related Item ls3-6-3 Rationale Impractical or outdated procedures interfere with process efficiencies. Therefore, these procedures should be evaluated and process improvement strategies should be implemented.

What pay system ties pay to the volume of the work performed by the individual? Answers Productivity-based Performance-based Time-based step-rate Person-based

Productivity-based Item ls2-4-18 Rationale A productivity-based system rewards quantity of work, and outputs are accurately measured. This system may sacrifice quality without careful supervision. It may also lead to inflexibility in the workforce because employees may want to stay in the job where they can earn the most rather than move to a more-challenging job.

An international organization is seeking to implement a wellness program to improve the health and well-being of its employees. Which is the best way to encourage employee participation? Answers Create individual employee "wellness scores" and share them within the company to foster competition among employees. Mandate that all employees must participate in the program, regardless of their personal wellness goals. Make eligibility for company-sponsored health insurance dependent on participation in the wellness program. Provide discounts on gym memberships at gyms located near applicable organizational locations.

Provide discounts on gym memberships at gyms located near applicable organizational locations. Providing incentives such as discounts to gym memberships is a good way to encourage participation in a wellness program. Depending on the location, the organization may not sponsor health insurance, or it may be illegal to place eligibility qualifiers on a health insurance benefit. Mandating that all employees participate in the program will likely receive widespread pushback and low levels of engagement with the program, resulting in limited improvements in employee health and well-being. Publishing employees' health scores is unethical and possibly illegal, depending on the content of the scores and the location of the organization. It is unlikely to encourage employees to participate in the program. Item lsem-700-3

Refer to the following scenario for the next 5 questions. For the past several years, a company has experienced frequent turnover in the CFO position due to poor performance. After the first CFO was terminated, the VP of HR and the CEO reviewed the job description. A selection committee was formed to perform interviews with candidates, and a single interview was held with each candidate using knowledge-based questions. After three months a candidate was hired. One year later the candidate was released due to poor performance. The same recruiting process was used with a limited selection of candidates. A third CFO was hired three months later. The company is now preparing to terminate this CFO due to poor job performance and not meeting the expectations of the company. What should the VP of HR do first to assist the organization in hiring the next CFO? Answers A. Propose that the company not hire another CFO. B. Retrieve the current job description for use in CFO recruitment. C. Conduct a salary survey to determine if the position is competitive. D. Conduct a job analysis prior to conducting an executive search The VP of HR determines that a significant issue in selecting executive-level candidates lies in the interview process. Which actions should the VP of HR recommend the CEO take to enhance this process? Answers A. Insist that HR take over the process, eliminate the committee, and forward final candidates to the CEO. B. Suggest that the entire process be outsourced in order to avoid any bias. C. Recommend a more dynamic and interactive process to include behavioral interviews, value assessments, and personality tests. D. Implement the use of behavioral interviews only, as this approach provides the best information about a candidate. Which metrics should the VP of HR use to best support the changes in the hiring process for the CFO? Answers A. Training cost B. Cost of hire and cost of turnover C. Regression analysis D. Compa-ratio Which should the VP of HR include in a recommendation to best help the CEO understand why a new executive onboarding process is critical? Answers A. Onboarding is something that all companies do. B. Onboarding offers a soft start to any employee's position. C. Onboarding establishes a thorough understanding of the organization. D. Onboarding yields a satisfactory employee experience. The VP of HR has determined that a lack of interview training for the committee is also contributing to the poor quality of the CFO hires. What process should the VP implement to address this issue? Answers A. Use a selection committee only for the final two strongest candidates. CORRECT B. Conduct training for the committee on interviewing best practices. C. Eliminate the use of a selection committee completely, using HR exclusively. D. Recommend that HR choose who is on the selection committee.

Question 58 of 160Item ls1-1-5a Rationale D is the best answer. A thorough job analysis using research provides an objective assessment of the KSAOs required for the job. A is incorrect. There is no information that suggests that this is a viable option. B is incorrect. The current job description has already resulted in three bad hires. C is incorrect. A salary survey could be conducted, but it would not be the first step. Item ls1-1-5b Rationale C is the best answer. By using other means of assessing candidates—not just knowledge-based interviews—the interview committee will learn more about the candidates, if they are a good cultural fit for the organization, and how they will handle themselves in certain situations. A is incorrect. The VP of HR would lose objectivity and credibility. B is incorrect. The interview process itself cannot be outsourced; this is something that the company will have to do. D is incorrect. Behavioral interviews will give the committee some information but will not provide a complete picture of the candidate. Item ls1-1-5c Rationale B is the best answer. This metric best indicates that a bad hire can have a negative impact on the bottom line. A is incorrect. The training cost does not impact the recruiting process. C is incorrect. This could help facilitate an analysis of multiple variables related to hiring, but it does not serve as a metric. D is incorrect. Although the compa-ratio is important for determining salary, it does not impact the recruiting process. Item ls1-1-5d Rationale C is the best answer. Employees at any level must understand the mission and vision of the organization to better perform their role. A is incorrect. Onboarding adds value by getting new hires acquainted with the mission and vision of the organization. B is incorrect. The goal of onboarding is not to provide a soft start but rather to provide new employees with important information about the company and their role. D is incorrect. There is no guarantee that onboarding will yield a successful employee. Item ls1-1-5e Rationale B is the best answer. Training will ensure that everyone on the committee understands and agrees with the process. A is incorrect. It is important to remain consistent with the interview process for all candidates in order to avoid bias. C is incorrect. A selection committee should be used to avoid individual bias. D is incorrect. HR can recommend who should sit on the committee but should also receive recommendations from others in the leadership team.

HR has been approached by a manager in a host country stating that activities being conducted by an employee are different than those in the home country and must be unethical. What should HR advise as the first step for this manager? Answers Remind the manager that just because the activities are being conducted differently does not mean that they are unethical. Advise the manager to conduct an investigation to determine if the activities are unethical. Advise the manager to inform the employee that the activities must stop immediately. Advise the manager that since he believes the activities are unethical the employee should be fired immediately.

Remind the manager that just because the activities are being conducted differently does not mean that they are unethical. Item lsna-19-394 Rationale The manager should be reminded that just because the activities are being conducted differently does not mean that they are unethical. Conducting an investigation would be the next step. Depending on the outcome of the investigation, the employee may be told to stop the activity and or be fired.

According to the sender-receiver communication model (the basic communication model), what is appropriate feedback to a message from a stakeholder who expresses disagreement in a meeting with something you have said? Answers Move on to the next point without giving too much weight to the person's opinion. Nod and continue the original discussion. Repeat back what the stakeholder has said to you in a different way. Restate your position on the same issue in a new way.

Repeat back what the stakeholder has said to you in a different way. Item mg-600-31 Rationale Repeating what one has heard restarts the communication loop. The stakeholder can then confirm or correct the paraphrase. Restating the position does not clarify the message. The same is true for ignoring the comment; it is also rude. Nodding confirms receipt of the message but not understanding of it. The stakeholder could interpret the nod as agreement with the objection.

How does replacement planning differ from succession planning? Answers Replacement planning ensures the continuity of business operations; succession planning provides deep bench strength throughout the organization. Replacement planning is based on an ever-evolving organization; succession planning is focused on short-term organizational needs. Replacement planning is a systematic approach carried out across all lines of business; succession planning is more important to organizational continuity. Replacement planning focuses primarily on lower-level positions; succession planning focuses on mission-critical positions and senior-level leaders only.

Replacement planning ensures the continuity of business operations; succession planning provides deep bench strength throughout the organization. Item ls3-7-35 Rationale Replacement planning ensures the continuity of business operations, while succession planning provides deep bench strength.

What is a global mindset? Answers The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views The belief that all other cultures and identity groups are really no different from one's own The ability to encourage others with diverse backgrounds to see one's own perspective as the correct one The ability to learn other languages

The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views Item ks-300-8 Rationale People with a global mindset have acquired knowledge and experience of other cultures and, based on this, are able to see cultures different from their own as neither better nor worse but simply different in some ways and similar in many key ways. They use this mindset to interpret individuals and events from multiple cultural perspectives. It is more than just seeing cultures as equivalent; it involves understanding differences and their effects. A global mindset requires more than knowing a language.

What important action takes place at the end of Lewin's change management model? Answers The change is made a lasting part of the organization's policies or processes. A vision of the future is communicated. Employee input on change is sought. Employees are motivated to accept the change.

The change is made a lasting part of the organization's policies or processes. Item ks-300-26 Rationale The final phase of Lewin's change management model is refreezing, or making the change a permanent part of the organization's processes or culture. For example, a new process becomes a standard operating procedure, or changes in roles and responsibilities are incorporated into permanent job descriptions. The change process begins with describing the vision the change will help bring about and the benefits the organization will receive. Then two-way communication begins, soliciting employee comments and providing frequent feedback and status reports. This engagement helps motivate employees to accept the change and participate in implementing it.

How does an organization's adoption of the Global Reporting Initiative Standards for reporting corporate social responsibility (CSR) performance benefit HR? Answers The standards enable comparison of different organizations' CSR performance. The primary focus of the standards is on the social (or HR-related) aspects of the triple bottom line. The standards' general nature allows for them to be customized to organizational needs. The standards lay out a step-by-step pathway to achieve sustainability.

The standards enable comparison of different organizations' CSR performance. Item lsna-19-392 Rationale The Global Reporting Initiative Standards (or GRI Standards) establish uniform ways to report the outcomes of an organization's sustainability initiatives. This allows the performance of organizations to be compared. The GRI Standards focus on a breadth of issues, from social to environmental. They are specific in calculating outcomes. They are not a pathway to creating a CSR program but provide metrics and instructions to use in evaluating and reporting CSR performance.

What is the primary reason for developing workforce diversity programs? Answers To develop language capabilities To enhance productivity To avoid lawsuits To improve basic skills

To enhance productivity Item lspp-19-110 Rationale The primary reason for developing diversity programs is to make it easier for employees to communicate effectively and work together more productively.

Which of the four branches of emotional intelligence is described as the ability to capitalize on feelings to promote and inform decision making, problem solving, and other cognitive activities? Answers Using emotion to facilitate thought Perceiving emotion Understanding emotion Regulating emotion

Using emotion to facilitate thought Item ks-300-4 Rationale There are four branches of emotional intelligence: perceiving, using, understanding, and regulating emotion. When individuals use emotion, they are able to recognize emotional states, estimate the emotions' probable effect on activities, and use that knowledge to make better decisions. For example, a leader might use his or her own sense of discouragement to check in on a team's state of mind and perhaps schedule a motivational event.

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

Activities that are not strategic Item ls3-5-48 Rationale HR activities that are not strategic but are resource-intensive or that require specialized expertise are the best applications for using third-party contractors.

Which is a primary reason that causes organizations to not excel at performance management? Answers Implementation of the process does not happen consistently. Interpretation of the performance appraisal varies based on the manager. There are varying degrees of expectations of the performance process. Alignment of systems, strategies, and philosophies has not happened.

Alignment of systems, strategies, and philosophies has not happened. Item lsre-2-2-53 Rationale While all of these options can explain the failure of a performance management system, a primary reason for failure is the lack of alignment of organizational systems, strategies, and philosophies. This is the foundation of effective performance management, and this process affects all others.

What is the outcome of the arbitration process? Answers Mediated agreement Contract amendment Nonbinding decision Binding decision

Binding decision Item ls3-8-21 Rationale Both parties willingly submit their differences to the arbitration process. The outcome is a decision that both sides have agreed to accept, not a recommendation.

Which process clarifies performance expectations and demonstrates organizational support of individual performance improvement? Answers Complaint policies Constructive discipline Workplace retaliation Conflict resolution

Constructive discipline Item ls2-2-31 Rationale Constructive discipline gives the employee an opportunity to understand expectations and change behavior. This demonstrates organizational support for performance improvement. Conflict resolution, complaint policies, and workplace retaliation policies can support engagement but are not necessarily geared toward performance improvement.

Which activity is part of the assessment and selection step of the global assignment process? Answers Cross-cultural counseling Analysis of the costs versus the benefits Development of data-gathering instruments Preparation of the assignment plan

Development of data-gathering instruments Item lsna-19-367 Rationale Data gathered by the instruments is critical because it will be used in to assess candidates according to the criteria the organization has chosen. The tools must be valid and reliable and produce consistent information for each candidate. Analysis of the costs versus the benefits occurs during the management and assignee selection step. Cross-cultural counseling is not necessary until the pre-departure preparation step.

Which organizational structure is best described as being divided according to a linear process? Answers Product organization Functional organization Geographic organization Hybrid organization

Functional organization Item ls3-5-47 Rationale A functional organization is organized according to a linear process, for example, design, supplies, procurement, manufacturing, sales and marketing, distribution, and customer service.

Refer to the following scenario for the next 4 questions. An HR consultant receives a phone call from the CFO of a mid-sized family-owned manufacturing company. She states that the company's turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that turnover is due to lack of training. The CFO doesn't understand this data, because all new employees participate in a one-day orientation and an onboarding program. The consultant further learns that the manager of the operations department has a reputation for being aggressive and direct. The manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the owners' family. The CFO admits that the manager can be difficult to deal with but nobody says anything because of the manager's strong relationship with the family. She says that while morale is low in the department, the company hasn't conducted an employee survey in at least two years. The CFO asks the consultant for help in fixing the turnover problem. They discuss various options, including training, coaching, and an employee engagement survey. A minimal budget has been provided to determine which tasks are necessary and to complete them. The consultant agrees that turnover needs to be addressed quickly. Which are the initial actions they should take to determine the root cause? Answers A. Continue discussions with the CFO to further clarify comments about the manager's behaviors. B. Privately speak to the family owners about their knowledge of the issues. C. Interview executive staff about operations department results and the manager's performance. D. Further analyze exit interview information for details about training deficiencies. The consultant is surprised at how brief the onboarding process is and how it appears to focus more on orientation activities. Which action should the consultant recommend to create a long-term onboarding program? Answers A. Provide operations training on equipment to improve skills and enhance individual performance. B. Maintain the current orientation program, but assign a mentor for new hires' first two weeks. C. Evaluate and enhance the company's orientation and onboarding program to cover the first 90 days. D. Offer a management training program that emphasizes interpersonal skills and employee development responsibilities. The CFO has requested that the consultant administer an employee survey. Which action should the consultant take to determine if a survey would, in fact, be the best step to take at this point? Answers A. Use questions from a standard survey. B. Review past surveys from the organization to benchmark results. C. Outsource the survey to a firm that is well-known for employee surveys. D. Request assurance from the entire executive team that action will be taken based on the results of the survey. The CEO supports the consultant's recommendation to further develop the manager through executive coaching. Which step should the consultant take to gain the manager's support for coaching? Answers A. Develop talking points with the CEO to use to discuss the benefits of coaching with the manager. B. Ask the manager's direct reports to demonstrate their support of coaching by providing positive feedback. C. Independently advise the manager about the issues and recommend coaching as a way to address them. D. Talk to the manager's peers to identify situations where he could have behaved in a more effective manner.

Item ls1-1-4a Rationale D is the best response. Additional analysis may identify relevant information that was missed. The consultant may follow up directly with the participants, who may be more open to talking to an outside consultant than to someone in house. A is incorrect. The HR consultant has already spoken with the CFO. Something else needs to be done to understand the issue more completely using different data. B is incorrect. The family that owns the company may not have enough knowledge on an operational level to add input. Moreover, the views of the family could be biased given the close relationship with the operations manager. C is incorrect. The executive staff may not understand the issue as deeply because they are not working day-to-day in the operations department. Item ls1-1-4b Rationale C is the best response. The best way to affect the 60- to 90-day time frame for employees leaving is through an enhanced orientation and formal onboarding program. Although the orientation might last only one day, an onboarding program should extend into the first few months (or longer) of employment and be structured to set the employees up for success and further integrate them into the organizational culture. A is incorrect. In most cases, the new hire would already have the skills needed to complete the job. B is incorrect. A mentoring system would add value, but only after the company's overall orientation and onboarding program, which is the root cause of the training issues, is addressed. D is incorrect. Management training would ensure that all managers receive the same training and are managing their employees in the same way. However, this is not a correct answer to this question, as management training does not directly improve the experience for new hires. Item ls1-1-4c Rationale D is the best response. The HR consultant needs to establish expectations that a survey may uncover issues the executive team doesn't know about and it is harmful to ignore them and that the team must act on the results. This approach will establish credibility for the HR consultant and ensure that the survey can propel the company forward. The consultant can also talk with the executive team to determine what information would be important, from their perspective, to collect as part of the survey. A is incorrect. The survey should be customized to the company's needs. B is incorrect, because there are no recent past surveys. If surveys were done in the past, they are over two years old and therefore would not have as much impact. C is incorrect, because the HR consultant does not have the financial resources to hire an outside firm. Item ls1-1-4d Rationale A is the best response. The CEO is the manager's direct supervisor and has the authority to approve the expense of coaching and to make a determination if he sees the manager as having issues that need to be addressed. When presenting the solution to the CEO, the HR consultant should create alignment between the behavior and the actions of a senior executive and the organization's goals, strategies, and bottom-line success. Coaching is most successful for executives when it has leadership approval. B is incorrect. Direct reports of the manager do not need to be consulted in this manner, as they do not have the authority to approve the action. The manager may choose to share the coaching arrangement with direct reports at a later time, but this should be determined by the manager. C is incorrect. Pressuring the operations manager could initiate resistance and a lack of buy-in. Moreover, the determination on whether coaching is needed should be discussed and approved by the CEO. D is incorrect. Coaching can be a sensitive subject to some people. Because it can be viewed as a performance improvement initiative, it is best to keep the initial conversations between the CEO and the manager being coached. As coaching commences, the manager may decide to share the arrangement with peers to aid in accountability, but that should be determined by the manager.

Refer to the following scenario for the next 6 questions. A construction company with 75 field employees determines that the best way to improve communication with employees and efficiency in tracking employees' working hours is to provide each field employee with a smartphone. Each employee has a company e-mail account that can be accessed through the smartphone, enabling the employee to receive e-mail in a timely fashion. Additionally, the employee uses the smartphone to track hours worked at each job location. A benefit to the employee is not having to complete and turn in time sheets at the end of the week, since time tracking is in real time. These phones should be used for business only and turned into the supervisor at the end of the workday. The company has made a significant financial investment in the smartphones. Some employees have personal smartphones and are very familiar with the phones. However, many employees have not used this type of technology and are not computer-literate. Even prior to the implementation of the phones, this small group is demonstrating negative and resistant behavior. The human resource director has been assigned the responsibility of distributing the smartphones to the employees and providing the necessary training and resources for the employees to be proficient in using the phones within 30 days. Many of the employees who are resisting the change to smartphones have been with the company for a long time. What steps should HR take to overcome the obstacles to learning? Answers A. Hold supervisors accountable for changing the resistant attitude of their employees and responding to and resolving employees' ongoing concerns. B. Advise the employees that it is mandatory and, if they refuse, they could lose their jobs. C. Communicate to employees that the smartphone is a benefit to the company and helps them to accept change. D. Listen to and address the employees' concerns and demonstrate the phone's positive aspects; provide support throughout the implementation. Given the varying technology proficiency of the employees, which is the most effective training method the human resource director should use to facilitate the change? Answers A. Provide instructor-led, hands-on training sessions for employees based on their knowledge levels revealed during the needs assessment. B. Rely on the supervisors to conduct a learning needs assessment and then train their employees on gaps. C. Conduct a needs assessment and provide prerecorded videos on how to use the phones for employees to watch. D. Distribute the phones and instruction manuals to the employees and then gather information to determine learning needs. An employee refuses to use the smartphone and continues to submit paper time sheets. Which action should the human resource director take to bring about the desired change in the employee's behaviors? Answers A. Send an e-mail to the employee stating that this is a violation that could result in immediate employment termination. B. Allow the employee to continue submitting the paper time sheets for now, and give him a new target date by which to make the change. C. Contact the employee's supervisor to determine why the employee is not using the phone and how the supervisor has addressed the issue. D. Contact the employee to understand why the employee is not using the phone; identify solutions to overcome the obstacles. The human resource director is receiving feedback from several employees that other employees are playing games, texting, and using social media on their phones during working hours. How should the human resource director respond to the feedback? Answers A. Share the feedback with supervisors and ask them to tell employees to not use smartphones for personal use during work hours. B. Request that supervisors keep the smartphones and give them to employees only at the beginning and end of shifts to clock in and out. C. Investigate the feedback to determine its validity; create a policy regarding smartphone use and meet with employees to review the policy. D. Locate, review, and distribute a generic phone use policy that prohibits using the smartphones for nonbusiness purposes during work hours. Thirty days have passed, and the smartphone adoption rate is only 45%. Which is the human resource directors' best point of entry in determining the source of the low adoption rate? Answers A. Talk to employees who have adopted the change to determine what made it easier for them. B. Determine if shifting to smartphones had an adverse impact on any particular employee group(s). C. Explore if a 30-day transition period was sufficient for the size and impact of the change. D. Assess employees' training needs and explore how they can learn and embrace the technology. Which action should the human resource director take to create shared ownership and accountability with business leaders for the smartphone change's success? Answers A. Develop and release to all business leaders the proposed corporate strategy for distributing the smartphones and training employees. B. Involve business leaders to get feedback on and finalize the strategy for distributing the smartphones and training employees. C. Request business leaders to develop a smartphone distribution and training strategy for their business units and give feedback. D. Send an e-mail requesting that business leaders share their top concerns about the smartphone change.

Item ls1-3-3bc Rationale D is the best answer. Adult learners not only need to know the benefits to them but also want to have their concerns heard and addressed. A is incorrect. Holding supervisors accountable without resources and tools—even if they listen to their employees and resolve concerns—will not change the employee resistance and may cause tension with supervisors. B is incorrect. Threatening employees will not change their attitude. C is incorrect. The adult learner needs to understand what the specific benefit is to them, not just to the company. Item ls1-3-3cc Rationale A is the best answer. The needs assessment will ensure that training sessions are developed based on the target audience, and the instructor will be able to immediately evaluate the level of understanding. B is incorrect. Depending on their proficiency with smartphones, the supervisors would need to be trained prior to helping to execute a needs assessment or engage in training employees. C is incorrect. Videos might be a good secondary or follow-up option, but they are not as effective as in-person training. A needs assessment would help to determine skill and knowledge gaps. D is incorrect. Some employees may take the time to read the manual, but a formal training session will ensure that employees are trained and can ask questions. Conducting the needs assessment is late in the process. Item ls1-3-3dc Rationale D is the best answer. The obstacles need to be identified and addressed and solutions need to be identified and implemented. A is incorrect. A verbal discussion should take place with the employee. The human resource director should use that discussion as an opportunity to understand what the obstacles are for the employee. B is incorrect. It does not support the organizational strategy. To be effective, everyone needs to transition to the new system. C is incorrect. It does not offer a plan of action to correct the issue. Item ls1-3-3ec Rationale C is the best answer. The situation should be investigated to find out how employees are using the phones. If the phones are being used personally during working hours, this needs to be addressed. Implementing a policy on use of the smartphones will communicate expectations and be important in consistently holding people accountable. A is not a correct answer. There is no proof that the feedback is true. B is not a correct answer. If the supervisor keeps the phones, employees will not be able to log in their times at each location, and it will have been a waste of resources to buy the phones for everyone. Furthermore, by using this method, some employees may feel belittled instead of engaged and empowered. D is incorrect. A policy should be created that meets the specific needs of the business. Item ls1-3-3fc Rationale C is the correct answer. People move through the stages of change at different rates. Rushing employees through the change process won't work for either the organization or the employees. The company could have minimized the emotional reactions to the change. The human resource director should analyze the resistance and determine how to get back on track to achieve success. A is not correct. This is subjective feedback and does not give information that the director can readily generalize to help others through the change. B is not correct. While this may be a part of an overall analysis to isolate impacts, it is not the leading path to get the change initiative on track. D is not correct. This should have occurred early in the process. Although it may be helpful now, it is not the point of entry to determine how to get the initiative on track. Not everything is a training issue, so changing the training approach may have very little impact. Item ls1-3-3gc Rationale B is the correct answer. Change initiatives are better positioned for success with leaders and top-level management engagement. This change is a business initiative. Involving managers, including engaging them early in the process to begin communicating the change and its overall benefits, will create engaged stakeholders and help set the initiative up for success. A is not correct. Developing the strategy without collaboration doesn't set either the initiative or the human resource director up for success. Merely telling leaders what will happen does not create true stakeholder engagement. C is not correct. Business leaders are focused on getting the work done. The human resource director has been given the assignment, and relinquishing the responsibility to the leaders is not an option. D is not correct. Approaching the business leaders via e-mail to gather only concerns without exploring the initiative from a positive perspective opens the door for complaints instead of collaboration. This may be integrated at some point to develop strategies for overcoming resistance; however, it is not the leading action.

Refer to the following scenario for the next 5 questions. The company president comes to the HR director and expresses considerable concern about customer complaints of poor service. Although the customer service manager has been with the company for five years, she is new to supervising and leading staff. The president has heard rumors that the department is in total chaos and asks the HR director to visit the manager and find out what is happening in the department. The HR director visits the customer service department and speaks with the manager. The manager confesses to being overwhelmed with the employee relations issues in the department and admits to being intimidated by the nepotism that exists within the company. Employees answer an average of two calls per hour, but the industry standard is six per hour. The manager welcomes any assistance the HR director can provide. The department is not fully staffed. There is a vacant position, and the job has been posted for two weeks. Other company employees do not want to apply because of the employee relations issues in the department. Based on the HR director's discussion with the manager, what information should the HR director share with the company president? Answers A. Share the manager's concerns with the president and provide a solution as to how HR can assist the manager. B. Delay reporting to the president until the staffing problems and shortages in the department are resolved. C. Ask the manager to meet with the president and report the current problems being experienced. D. Tell the president that the manager should be replaced because of the weak performance of the department. How can the HR director help the manager handle the current issues? Answers A. Write a new policy on expected customer service. B. Conduct a workshop on key customer service skills. CORRECT C. Provide the manager with employee relations coaching. D. Recruit new employees to replace the current employees. How should the HR director respond regarding the low number of calls per employee? Answers A. Listen to calls, analyze the nature of the calls, and estimate the time needed to resolve the issue during each call. B. Contact a local staffing agency and hire additional customer service representatives to fill gaps. C. Set a standard for the number of calls the representatives must answer in an hour based on industry standards. D. Encourage customer service representatives to take more calls per day and increase their productivity. The HR director is advised that a customer service representative has been seen consuming alcohol on company property. This was witnessed by three other employees. How should the HR director handle this situation? Answers A. Contact the supervisor and advise her that the company is immediately terminating the employee. B. Conduct an investigation after notifying the supervisor and sending the employee home on paid administrative leave. C. Encourage the employee to resign in order to avoid the embarrassment of an investigation. D. Ask the supervisor to counsel the employee on the consumption of drugs and alcohol in the workplace. An HR staff member who has been assigned to monitor social media for references to the company reports to the HR director that an employee has posted a story about poor customer service at the company on a popular social media site. The employee says that this story is typical of the company's attitude toward its customers and its employees. The HR staff member thinks the employee is publicizing proprietary information. The director is not sure about that. How should the HR director handle this situation? Answers A. Fire the employee immediately, as breach of confidentiality is grounds for immediate termination. B. See if the employee is willing to discuss the situation in private. C. Send the matter to outside legal counsel. D. Document the breach in the employee's file.

Item ls1-8-11ac Rationale A is the best response. The president raised the question to HR and needs to be delivered an honest and transparent response. Since the customer service manager has requested help, the HR manager can go to the president prepared with one or two solutions as to how to address the issue. B is incorrect. This is a passive approach and does nothing to solve the problem or provide answers to the president. C is incorrect, as it removes HR from the process. D is incorrect. Replacing the manager does not solve the department's issue. The HR director needs to inform the president of the matter and propose a solution that will provide the tools and support needed for the department and the manager to be successful. Item ls1-8-11bc Rationale C is the best response. It demonstrates that HR serves as the expert on people management issues and provides the manager with the appropriate skills while still allowing the manager to directly handle the issues in the customer service department. A is incorrect. Writing policies will not solve the immediate employee issues. B is incorrect. A training program may be an important offering for the future, but it does not help the manager handle the current issues. D is incorrect. Although recruitment will be important, it isn't the first step. The department needs to manage its internal issues first; otherwise, new hires will be entering into a poor work environment, which would only make matters worse. Item ls1-8-11cc Rationale A is the best response. The HR director needs to gather critical information to understand the root cause of the customer service problems. B is incorrect. The HR director does not know the root cause of the customer service problems, so hiring more representatives will not address the problem. C is incorrect. Prior to setting specific goals, the HR director needs to gather critical information in order to assess what the root cause is. D is incorrect. The HR director must take a more direct approach and set expectations by establishing a work standard for customer service representatives. Item ls1-8-11dc Rationale B is the best response. The HR director needs to investigate the allegation before making a determination regarding the employment of the individual. It is best to place the employee on paid administrative leave during the investigation to reduce the organization's liability. A is incorrect. Not enough information is known about the incident to determine culpability. C is incorrect. This would be unfair to the employee, could be viewed as unethical, and could have legal implications. No investigation has been conducted yet to determine culpability, and it is the responsibility of the company to conduct a thorough investigation. D is incorrect. At the moment, this is an alleged infraction. Therefore, it would be premature and could put the company at risk to single out one employee to discuss the dangers of illegal drugs with. Item ls1-8-11ec Rationale B is the best response. The discussion may uncover only an employee unhappy about some personal situation, but it could also provide helpful information about a problem that is affecting the company's image with customers and prospective employees. The director must be careful, however, to avoid encroaching on the employee's freedom of speech, especially if this is a unionized workplace. A is incorrect. Although firing may be the policy for breach of confidentiality, the HR director does not yet know if this event breached confidential information. C is incorrect. Outside legal counsel may be needed if the employee persists in attacking the company, but HR will benefit by staying closely involved in the situation for now. D is incorrect. It still has not yet been determined if the employee breached confidentiality.

What term describes a culture that prefers training activities that spell out details and use direct and logical communication? Answers Large power distance Low-context High-context Small power distance

Low-context Item ls2-3-9 Rationale In low-context cultures, people react to what is explicitly communicated so that those coming into the environment know how to behave.

A consulting company recently changed its vacation and leave policies and wants to know how employees feel about the changes. Its 500 employees are located in 40 locations throughout the U.S. and western Europe. What survey method is likely to yield the highest response rate and the best data? Answers Mail survey Telephone survey Online survey Fax survey

Online survey Item ls2-2-10 Rationale Given the professional level workforce typically found in a consulting company, online surveys generally yield the highest response rate due to the convenient 24/7 access via the Internet or company intranet. In addition, responses to open-ended questions are often more complete if employees can type them in as opposed to writing them on a form. Given the time zone changes, phone interviews would be cumbersome. Fax and mail surveys are less convenient and run the risk of being lost and not reaching all employees.

Which assessment approach would provide the deepest insight into the potential of a manager for a position of global leadership at corporate headquarters? Answers Standardized testing of cross-cultural readiness administered by a consultant independent of the organization Panel interviewing conducted by senior managers from various locations, including host-country managers Interviewing conducted by senior executives from the headquarters of the global corporation Interviewing conducted by senior managers from the manager's home country familiar with their work

Panel interviewing conducted by senior managers from various locations, including host-country managers Item ls2-1-40 Rationale Each assessment approach could provide useful data, but the perspective of managers from multiple countries probably will provide the deepest insights, because global leadership requires the ability to interact with and understand the issues of people living in different countries and cultures.

What is the first step in the selection process to minimize the possibility of a bad hire? Answers Screening all candidates Posting the job internally Reviewing exit interview forms Advertising in social media

Screening all candidates Item lsna-19-274 Rationale It is important to optimize the effectiveness of the employment process. This can begin with a screening process to ensure that only the most quaified applicants are interviewed and further assessed. Advertising is a step in the recruiting process to generate the applicant pool. Posting the job internally also is meant to generate applicants Reviewing exit interview forms may help discover organizational issues but has little relevance to the first step in the selection process.

An organization has four generations working side-by-side in the workplace. Which practice could alleviate management concerns that intergenerational tensions and a lack of camaraderie could undermine organizational success? Answers Flexible workplace Succession planning Preventive health-care and wellness programs Sustainability initiatives

Succession planning Item ls3-7-43 Rationale Organizational success often depends on contributions from employees of all ages and the open sharing of knowledge and experience that will help prepare future organizational leaders. Succession planning can promote productive relationships, employee motivation, collaboration, and leadership development.

Which should organizations ensure when considering the use of international translation services? Answers Understanding and capability beyond just the translation of words Determining whether they can handle translation services internally Focusing on the lower echelon of employees at international sites Reflecting the language being translated appropriately to local languages

Understanding and capability beyond just the translation of words Item ls2-3-23 Rationale It is crucial to both translate and localize words from one language to the next. If just the words are translated, significant misunderstandings may occur due to different cultural interpretations.

An HR specialist is analyzing salary survey data for the same position across multiple, similarly sized locations to produce an average salary. Which measure will be most useful? Answers Median Mode Unweighted mean Weighted mean

Weighted mean Item ks-300-27 Rationale A weighted mean is more informative because it can take into account different costs of living in each location. A weighted mean in this case would divide the sum of salaries at each location multiplied by the cost-of-living factor for that location by the number of sites. An unweighted mean would sum the wages in all locations and divide by the number of employees. The average salary for the two methods could look very different, depending on the variation in the cost of living. A median salary would be a salary equidistant from the highest and lowest salaries; this would not reflect differences in the cost of living. A mode would be the salary that appears most often in the range; in addition to the cost-of-living issue, the mode could be affected by differences in tenure—for example, a tenured workforce with many employees at the top of the salary range for that position.

Under which circumstances would it be important for an HR manager to age data? Answers When trying to understand the organization's current pay competitiveness and where it needs to be When comparing the organization's internal job descriptions in order to position them in appropriate job families When determining a solution for market rates having outpaced organizational pay structures When recognizing the need for a globally consistent and efficient job evaluation system

When trying to understand the organization's current pay competitiveness and where it needs to be Item ls2-4-14 Rationale In order to make data sources consistent with one another, aging of data is needed. Aging data from surveys and comparing it to where the organization is allows an understanding of how close you are to your compensation philosophy (lag, match, or lead) for the organization's salary structure.

What are the basic steps in crisis management planning and readiness? Answers Review policies, evacuate, relocate, and communicate. Identify risks, develop plan, test and drill, evaluate. Remove risks, train, and monitor for change. Secure redundant and contingent services, train employees.

Identify risks, develop plan, test and drill, evaluate. Item lsna-19-249 Rationale The basic steps in planning to respond to a crisis are identifying and analyzing risks (e.g., a pandemic), planning to manage the possible outcomes if the risk event occurs (e.g., cross-training and remote work procedures), testing and drilling (e.g., a table-top exercise in which a department's plan is "invoked" and examined for effectiveness, thoroughness, and employee understanding), and evaluation of the plan to improve its effectiveness and applicability to emerging threats).

Which is the most appropriate example of risk mitigation? Answers Implementing an emergency communication system for assignees Requiring criminal background checks for applicants Training interviewers about proper questions to ask during hiring interviews Requiring vaccination programs for assignees

Implementing an emergency communication system for assignees A risk mitigation strategy seeks to reduce the negative impact of an event. A communication system cannot prevent crises, but it can decrease stress and reduce assignees' exposure to threats. Item ls4-12-8

How can HR minimize the risk of failure of an organization's diversity initiative? Answers Ignoring invisible diversity traits Mandating management training Implementing pay-for-performance reward systems Integrating diversity into the business culture

Integrating diversity into the business culture In order for a diversity initiative to succeed, an organization must truly embrace diversity and integrate varied life styles, beliefs, and needs into its business culture. Item ls4-11-2

An organization fears that it has become less competitive. Which should an OED assessment of this issue identify? Answers Job tasks to be evaluated and modified Development needs at individual employee levels Needs that can be met by training Internal and external factors that impact organizational success

Internal and external factors that impact organizational success Item lsre-3-6-32 Rationale An OED intervention should help to identify the internal and external factors that affect the corporation. While individual training and development needs may be identified or job tasks may change as a result, the emphasis is on the organization as a whole.

What two organizational functions most typically report to the chief financial officer? Answers Accounting and finance Finance and human resources HR and IT Finance and risk assessment

Accounting and finance Item ls3-5-21 Rationale The chief financial officer of an organization is usually responsible for both accounting and finance functions.

A knowledge-based organization is highly decentralized, with many small offices and many employees who are highly task-oriented working remotely. Which would be the best way to measure employee attitudes in this organization? Answers Encouraging an open-door policy Implementing mandatory focus groups Designing a 30-item mail-in survey Administering a brief online survey

Administering a brief online survey Item lsre-2-2-46 Rationale An online assessment that could be completed and returned quickly, conveniently, and from a distance would be best. In a knowledge-based organization, the employees are probably technologically proficient and would prefer a brief online survey. An open-door policy does not ensure a representative sample of attitudes. Focus groups will be impractical, given the organization's structure.

Which HR task is typically required by a multidomestic corporation? Answers Facilitating knowledge exchange throughout the organization Building a common corporate culture across all operations Coordinating HR activities between headquarters and the international offices Administering payroll and benefits

Coordinating HR activities between headquarters and the international offices A multidomestic corporation is similar to a portfolio of independent businesses. Headquarters is in the home country, but over time the divisions achieve more autonomy. At this stage, HR is involved in coordinating HR activities with the goal of consistency while remaining flexible with local law and culture. Item ls4-10-13

Which best describes the influence that training has on an organization's strategic diversity and inclusion process? Answers Ensuring that everyone in the organization understands diverse cultures Creating awareness and helping develop knowledge and skills Changing behaviors and attitudes in the organization Mandating compliance with governmental laws and regulations

Creating awareness and helping develop knowledge and skills Item ls4-11-31 Rationale Training cannot directly change behaviors and attitudes in an organization, nor can it teach employees all about one another. What it can do is to create awareness and help develop knowledge and skills. That, in turn, can gradually change individual behaviors within the organization, thereby creating the necessary conditions for culture change.

A security-conscious organization requires all new hires to complete training on security policies and conducts annual armed intruder drills for all employees. Which risk management strategies are being used by this organization? Answers Prevention and mitigation Avoidance and enhancement Sharing and optimizing Detection and prevention

Prevention and mitigation Item lsre-4-12-36 Rationale The organization is trying to prevent some risks from occurring through training new hires and mitigating the impact of any risk events that do occur by practicing certain procedures.

Which is the purpose of a works council? Answers Supervising elections for union representation of workers in the organization Representing workers in labor negotiations and, when necessary, authorizing strikes Promoting communication between management and employees on issues that affect workers' interests Ensuring that workers are aware of promotional opportunities within the company

Promoting communication between management and employees on issues that affect workers' interests Item ls3-8-25 Rationale Works councils are composed of workers and management representatives. Their purpose is to promote communication between management and employees on issues that affect workers' interests.

Which action would best support an international assignee returning home after being away for more than ten years? Answers Give the assignee full new-hire orientation. Allow the assignee to choose the timeline for returning. Provide repatriation support services such as counseling and logistical support. Provide only the required notice of the return to reduce anxiety.

Provide repatriation support services such as counseling and logistical support. Item ls4-10-48 Rationale If not repatriated effectively, assignees often go through an adjustment cycle that is similar to what they experienced on entry into the host country. At a minimum, organizations should provide adequate notice that the assignment is ending, a clear repatriation plan, assurance that the skills and experience the assignee acquired will be effective in the new assignment, and repatriation support services including mentoring, counseling, and logistical support.

What is meant by the sustainability sweet spot? Answers The overlapping area of the triple bottom line perspectives The point at which management, employees, and the community agree on goals The point at which a sustainable initiative's investment is surpassed by its economic benefits The ability of an initiative to improve an organization's brand as an employer of choice

The overlapping area of the triple bottom line perspectives Item lsna-19-391 Rationale The sustainability sweet spot includes actions that satisfy all three of the needs in the triple bottom line: benefits to the environment (or planet); employees, customers, or neighbors (people); and the organization's financial health (profit).

What is the primary function of an HR audit? Answers To determine the need for additional staff in the HR department To increase the skills of the HR team To increase job satisfaction of the HR team To enhance or eliminate HR programs

To enhance or eliminate HR programs Item ls3-5-17 Rationale HR audits provide information to determine the effectiveness of HR programs. With this information, successful programs can be enhanced while ineffective ones can be eliminated. The importance of the audit is that while it yields information specific to the functioning of HR programs, these programs have an organization-wide effect. Therefore, the results of the audit impact more employees than only those in the HR department.

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

Zero-based budgeting Item ls3-5-7 Rationale 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.

Which best demonstrates the development phase of the employee life cycle? Answers The employer-employee relationship is initiated when the employee begins onboarding and orientation. A high-potential employee is promoted to a leadership position and begins training her replacement. A manager and an employee are working together to develop objectives and goals for the employee to attain. The employee gains access to information and tools required for the job and settles into the position.

A manager and an employee are working together to develop objectives and goals for the employee to attain. Item ls2-1-1 Rationale With the development phase, HR and management typically work collaboratively with the employee to develop performance objectives and goals in conjunction with performance evaluation. The other choices are from the recruitment, integration, and transition phases of the life cycle.

What would be an example of noise in the communication model? Answers The listener fills in shared background that the speaker does not mention. A speaker uses technical abbreviations that the listener does not know. The speaker is deeply respected in the listener's culture. The listener disagrees with what is being said.

A speaker uses technical abbreviations that the listener does not know. Item ni-200-52 Rationale Noise is any condition that can prevent a message from being correctly understood by a receiver. Technical jargon and other unfamiliar terms can be a barrier (noise) to the listener's understanding. Disagreement is not noise, nor are factors that actually enhance understanding, such as shared context or respect.

What skill could most improve an HR function's ability to manage change? Answers Mastery of complex communication means Understanding of strategic implications Knowledge of current job descriptions Evaluation

Mastery of complex communication means Item ks-300-24 Rationale Managing change requires all of the skills listed, but proficiency in communication is most important because it is key to involving the members of the organization in the change, engaging their support of the change, and initiating conversations that can improve the change initiative and increase employees' understanding of what is required for the success of the initiative.

How should HR use the information contained in other organizations' annual corporate social responsibility (CSR) and sustainability reports when first devising their organization's sustainability strategy? Answers Adapt general principles and guidelines to the organization's strategic focus. Ensure that the approach being devised doesn't too closely resemble those of key competitors. Gain competitive tactical advantage. Borrow CSR tactics and practices that have succeeded for other organizations.

Adapt general principles and guidelines to the organization's 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. Item ls4-13-21

An HR manager is concerned about work interruption during the upcoming flu season. How can the HR manager best deal with this risk? Answers Alert staffing agencies about possible needs. Arrange for on-site flu shot clinics. Hire additional temporary workers now. Monitor reports on the CDC website.

Arrange for on-site flu shot clinics. Item ls4-12-6 Rationale Managing risk effectively entails taking steps to prevent the risk, lessen its impact, or transfer the burden of risk (e.g., through insurance). Hiring additional workers before absences occur may be an unnecessary expense. Simply staying abreast of the situation may mean that action will be taken too late. Lining up temporary help is a good idea, but if a flu outbreak affects many employers, who will all compete for temporary workers, this tactic may not help. The best risk management action may be to try to avoid the risk by making it easy for employees to receive flu shots.

How does using a job evaluation to determine the relative worth of each job assist in an organization being successful? Answers By serving as the basis for developing equitable salary structures, effective employee selection, and ongoing development By identifying the minimal acceptable qualifications that a candidate must possess to successfully perform certain work tasks By recording the responsibilities, physical and emotional skills and accountabilities, and ability requirements of a specific job By determining the various components of a position and the context and circumstances under which the work is done

By serving as the basis for developing equitable salary structures, effective employee selection, and ongoing development Item ls2-4-10 Rationale 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.

Which task is vital when assessing strategic objectives? Answers Communicating the intent and purpose of the strategic initiatives Comparing the outcome of strategic initiatives to outlined metrics Ensuring that there is control of drift in each business unit's strategy Obtaining stakeholder feedback to determine strategy success

Comparing the outcome of strategic initiatives to outlined metrics Item lsna-19-270 Rationale During the evaluation phase of strategic planning, strategic objectives are assessed to determine if the results are in line with the metrics that were defined at the start of strategic planning. Control of drift is one of the critical success factors that organizations successful at strategy have mastered. Soliciting stakeholder feedback is a necessary task when communicating strategy. Depending upon the initiative, it may not be a requirement for evaluating strategy. During the implementation stage, translating intent to specific plans and communicating the value or purpose of initiatives are critical. Assessing or evaluating strategic objectives is the next phase of the process, in which outcomes are compared to defined metrics.

Which features characterize the global integration strategy? Answers Financial and environmental control of subsidiaries Development of structures and systems Consistency of approach and standardization of processes Adaptation of policies and procedures for local markets

Consistency of approach and standardization of processes Item ls4-10-6 Rationale Global integration (GI) emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations. It allows organizations to take advantage of standard processes and economies of scale to achieve greater efficiency.

Which HR metric provides an indication of the efficiency of the recruiting process? Answers HR expense factor Days to fill Turnover costs Vacancy costs

Days to fill Days to fill measures the number of days from job requisition approval to new hire start date. It assesses the efficiency and productivity of the recruiting function. Item ls2-1-24

Which action would an organization take during the strategy formulation phase? Answers Preparing budgets for forecasted projects Conducting feedback focus groups Creating an effective organizational structure Deciding on the organization's mission

Deciding on the organization's mission While all of these actions play a role in strategic planning, they do not all take place during strategy formulation, which is the first phase of the strategic planning process. This phase of the process is dedicated to the development of a mission statement, vision, and values, which guide the rest of the strategic planning process and the activities to come. The remaining activities take place in the development, implementation, and evaluation phases. Item ls5-15-20

An HR director has been assigned to develop a program to support the opening of new retail stores. Which step in the ADDIE process identifies the behavioral results of the program? Answers Evaluation Design Development Assessment

Design Item ls2-3-18 Rationale The design phase identifies the behaviors participants will practice at the end of the program. The goals state the purpose and intent of the program, while the objectives are the behavioral results expected from the program.

What is the first step in preparing for an HR audit? Answers Develop the audit questionnaire. Determine the scope and type of audit. Determine the audit scope and budget. Secure top management support for the audit.

Determine the scope and type of audit. Item lsna-19-334 Rationale The process of conducting an audit typically begins with determination of the scope and type of the audit.

What emotional challenge can HR help retained employees confront after a mass reduction in workforce? Answers Reduced self-esteem Diminished job security Decreased workload Increased job ambiguity

Diminished job security Item ls3-7-58 Rationale HR must help retained employees deal with increased workload, different work assignments, and the feelings of loss and fear. Job ambiguity is irrelevant in this context.

Which is an essential aspect of alternative dispute resolution (ADR)? Answers Does not preclude litigation Use only in union environments Requires external third party Review by peers

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 is also not an ADR requirement. Item ls3-8-33

Which is the best approach that HR should recommend leaders undertake after the results of an annual employee engagement survey show a significant decline? Answers Analyze data using a different method from that used for previous surveys. Choose one important issue and respond to it immediately. Share the results with members of management only. Facilitate focus groups to gather more qualitative data.

Facilitate focus groups to gather more qualitative data. Item ls2-2-11 Rationale Further data gathering is called for, either through interviews or through another survey that asks employees to rank issues. Changing the analysis method may misrepresent results and potentially make it difficult to compare yearly data to identify trends. Rushing into action may result in wasting scarce organizational resources on the wrong problems. To support a positive organizational culture, the results should be shared with all employees, as well as management, as soon and as honestly as possible.

What do judgmental forecasting, trend and ratio analysis projections, and turnover analysis all assist an HR professional in predicting? Answers Marketplace conditions Cost-benefit analyses Future staffing needs Learning and development costs

Future staffing needs Item ls3-7-29 Rationale 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.

How are perquisites generally characterized? Answers Goods or services provided on an individualized basis Payments for the achievement of a specific goal or objective Tangible payments provided to a broad group of employees Remuneration approach that is used to attract and retain workers

Goods or services provided on an individualized basis Item ls2-4-7 Rationale Perquisites are compensation provided on an individual basis in the form of goods or services. Included in this category are company automobiles, club memberships, and the like.

A successful beverage production company controls key activities in its value chain so that they can maintain uninterrupted production; this is the key to their profitability. Which actions should HR recommend managers focus on to assist in the organization creating value? Answers Decentralizing decision making for greater efficiency Implementing a product knowledge training program Implementing cross-training and job rotation strategies Creating a strong research and development department

Implementing cross-training and job rotation strategies Item lsre-5-15-97 Rationale When a company executes a cost leadership or operational excellence strategy, from an HR perspective they should focus on implementing cross-training and job rotation strategies. The other options focus on differentiation through innovation or customer service. Decentralizing may or may not increase efficiency.

What type of learners acquire knowledge most effectively through a hands-on approach? Answers Auditory learners Synthesis learners Visual learners Kinesthetic learners

Kinesthetic learners Item lspp-19-100 Rationale Kinesthetic learners, also known as tactile learners, learn best through a hands-on approach. They prefer to actively explore the physical world around them. They may find it hard to sit still for long periods and may become distracted by their need for activity and exploration.

In addition to information technology, which other business function should HR work with when developing a "bring your own device" (BYOD) policy? Answers Operations Executives Finance Legal counsel

Legal counsel Item ls16-1-29 Rationale HR should work with the organization's legal counsel to ensure that the policy and practices do not violate any state or local laws, such as those related to password privacy.

Which part of the organization has primary responsibility for bringing in revenue? Answers Information technology Marketing and sales Research and development Operations

Marketing and sales Item ls3-5-44 Rationale Marketing and sales are the functions that bring in revenue. Marketing positions products, and sales sells products and services to customers.

If an organization's competitive advantage is cost leadership, which practice is most likely? Answers Promoting a customer service mentality to foster customer rapport Investing profits in research and product development Designing a detailed market development plan Mass-producing product to meet general market needs

Mass-producing product to meet general market needs Item ls5-15-41 Rationale An organization that uses cost leadership or organizational excellence tends to increase efficiency and productivity.

In terms of risk management, what is a risk control? Answers Mechanism to collect data for reporting to management System to prevent the occurrence of a risk Contingency plan to be implemented in the event of a crisis Measure taken to reduce the probability or severity of a threat

Measure taken to reduce the probability or severity of a threat Item ls4-12-5 Rationale In risk management terminology, the most inclusive answer here is that a risk control is any measure that modifies risk by decreasing the likelihood that a risk event will occur or the impact that the event would have on the organization.

Which is the best way to demonstrate the impact of an organizational effectiveness and development initiative? Answers Surveying employee attitudes toward the initiative Monitoring social media activity related to the initiative Tying the initiative to employee turnover Measuring change over the course of the initiative

Measuring change over the course of the initiative Item ls3-6-62 Rationale Effectiveness is demonstrated by conducting accurate analysis at the beginning of the initiative and measuring change over its course.

Which is a reason why an organization might be pushed into global expansion? Answers Constant tariff fluctuations Outward foreign investment potential Need for new customers Need for greater strategic control

Need for new customers Item lsna-19-364 Rationale A need for new customers pushes an organization to expand geographically. Constant tariff fluctuations are a risk factor for global expansion. A need for greater strategic control might hold an organization back from expansion. Outward foreign investment potential is a factor that pulls an organization into expansion.

What is the process where two or more parties work together to reach an agreement on a matter? Answers Performance evaluation Strategic planning Meeting of the minds Negotiation

Negotiation Item ks-300-6 Rationale Negotiation is a process in which two or more sides reach a mutually acceptable position. They start by defining their own objectives, understanding the needs and objectives of the other sides, and finding the best way to satisfy the needs of all sides. Strategic planning may involve negotiation if leaders must compromise on objectives and roles, but it is a planning process. Performance evaluation is a measurement of performance against defined standards. A manager and an employee may use negotiation to decide a personal development plan. A meeting of the minds refers to communication that results in understanding but does not necessarily require agreement.

Which characteristic typically distinguishes a job function as essential? Answers Specifications that can be performed by many different employees Requirements qualifications that can be completed quickly Requirements for highly specialized skills Specifications elements that can be performed infrequently

Requirements for highly specialized skills Item ls2-1-15 Rationale An essential job function is one that is performed regularly and requires highly specialized skills or expertise, and, in many cases, the reason the job exists is to perform the function. Nonessential functions typically can be performed by many different people, and, if not completed, there are often minimal consequences.

Employees who are critical to an organization's success are the primary focus of which aspect of a talent management strategy? Answers Career development Total rewards Employee engagement Succession planning

Succession planning Item ls3-7-32 Rationale Succession planning is a strategy for identifying and fostering the development of high-potential employees who, over time, may move into leadership positions. The objective of succession planning is to ensure that a practice continues to operate successfully when individuals who have hard-to-replace competencies or who occupy critical positions depart.

Which type of globalization is characterized by large numbers of emerging country populations moving abroad for better employment opportunities? Answers Globalist immigration International assignees Demographic dichotomy The diaspora

The diaspora The diaspora refers to a mass migration of voluntary emigrants from their homelands to multiple destinations. The demographic dichotomy describes the trend of a younger workforce in emerging economies while developed countries are experiencing an aging workforce. International assignees and globalists are types of global assignments. Item ls16-1-9

Which is a good practice for implementing a code of conduct? Answers Consult the codes of conduct of organizations of similar size as guides in content for the code. Consider the code of conduct to be a living document, and revise it frequently, as needed. Talk with members of the organization to better understand ethical challenges and compliance requirements. Use the organization's statement of values as the basis for the components of the code of conduct.

Talk with members of the organization to better understand ethical challenges and compliance requirements. Because a code of conduct must address the risks and compliance requirements specific to an organization, it is a good practice to include discussions with a broad representation of the organization's members before drafting a code. While the organization's values are considered in drafting the code, they are not the basis of the code. While the code must be reviewed regularly, constantly revising it can lead to employees' not knowing the ethical mandates. Item ls4-13-60

What is the impact that a service level agreement has when an organization moves from licensing software to software as a service (SaaS)? Answers The organization will not need to implement or customize software. It eliminates the need for clarification on who is the customer and who is the client. The organization will need to provide real-time monitoring only after the installation. It does not define concerns over users' pay-per-use.

The organization will not need to implement or customize software. Item ls3-9-14 Rationale The migration from the licensing of a product to subscribing for a service is often handled through a service level agreement (SLA). SLAs formally define service expectations and terms. Real-time monitoring service levels are addressed as well as customer versus client concerns. The client does not need to install or customize software; both are done by the vendor.

How has the talent acquisition process been affected by social media? Answers The large volume of unsuitable candidates complicates recruiting efforts. There is an increased ability to find and connect with passive candidates. Recruiters can anonymously access private candidate information. Privacy concerns related to online information are not an issue.

There is an increased ability to find and connect with passive candidates. Item ls3-9-43 Rationale Social media make it easier to find passive candidates. In addition to finding passive candidates directly online 24/7, social media provide talent scouts with access to passive candidate networks of key connections.

Which classification of employee engagement is demonstrated by working long hours and responding positively to engagement surveys but not feeling engaged? Answers Behavioral Trait Transactional State

Transactional Item ls2-2-2 Rationale Transactional engagement can be seen as undesirable because it is associated with negative well-being outcomes. By contrast, employees not only behaving in an engaged way but also thinking and feeling engaged is associated with positive well-being outcomes.

Which item would be considered an input in the input-process-output (IPO) model? Answers Turnover data showing a steady increase in voluntary resignations in the last year Cross-functional meetings to brainstorm causes for turnover Exit and stay interview guides used to obtain feedback from employees New policy on flexible scheduling and processes for implementing it

Turnover data showing a steady increase in voluntary resignations in the last year Item lsna-19-207 Rationale Inputs in the IPO model include data about conditions (past, current, and projected). Turnover data that reflects an increasing loss of talent is an internal constraint that may impact an organization's ability to meet its targets. This is an input factor that would be analyzed in the IPO model. Processes are tools and skills that can be applied to gain meaning from the inputs. Exit and stay interviews that search for causes and cross-functional brainstorming teams that come up with possible solutions would be considered processes in the model. Outputs are what the organization does with the wisdom it has gained. This could include new policies or processes, such as flexible scheduling.

An organization has decided to use a random drug testing program for all current employees. What should the organization do prior to implementing the program and testing employees? Answers Verify that the proposed program complies with applicable local, state, and federal laws. Create standard documentation forms to use when dismissing employees following failed tests. Collect legal documentation from all employees verifying their willingness to participate in the program. Have all employees sign arbitration agreements to settle disputes over failed drug tests.

Verify that the proposed program complies with applicable local, state, and federal laws. The organization must ensure that the testing program complies with all applicable federal, local, and state laws. Depending on applicable laws, the organization may or may not need to collect documentation from employees indicating their willingness to participate. Certain localities may not allow automatic dismissal following a failed drug test, so creating documentation for an automatic dismissal would not be an effective use of time or resources before checking with applicable laws. Depending on the law, organizations may or may not be able to compel employees to sign arbitration agreements. Item lsem-700-1

When would a return on investment (ROI) analysis be an effective metric? Answers When an HR function wants to confirm that it is complying with legal and regulatory requirements When an organization wants to compare its productivity with that of similar competitors When a function is seeking budget to hire new staff When an investor is seeking information about a company's financial health

When a function is seeking budget to hire new staff Item ks-300-23 Rationale ROI analysis is used to evaluate an investment opportunity. The only investment scenario in the choices is hiring new staff. The ROI analysis would compare the value of the output of additional staff (the return) with the costs to hire and retain staff (the investment). An organization's financial health might be assessed through various debt ratios and its cash flow. Productivity ratios examine output relative to input (e.g., revenue per full-time equivalent employee). A compliance audit would be used to assess compliance with regulatory requirements.