Pre-test

She should work with her team to identify the specific cultural, people, and communication issues inherent to a merger.

A company operates in a very cost-focused environment, keeping its customers in the forefront of every decision they make. A recent merger has doubled the company size and expanded the product offerings to better serve customers. Each of the merged organizations had a significantly different approach to HR's service delivery. However, despite these and a number of other differences, the merger went ahead. The merged company recently hired a new senior director of HR, selected primarily due to her expertise and experience in mergers and acquisitions. She reports to the CEO and the president of the newly merged company and has been tasked with leading the integration activities from an HR perspective. The HR director recognizes immediately that, aside from needing to get the new HR organization established, HR service delivery is critical due to increasing cost pressures, a larger global workforce, and increasing internal and external customer expectations. She has met with her new HR team and key business stakeholders to obtain valuable feedback and proposals. Given the organizational focus, how should the HR director best proceed with the design of the new HR structure?

Identify ways of protecting core business functions while capturing synergies between the two organizations.

A company operates in a very cost-focused environment, keeping its customers in the forefront of every decision they make. A recent merger has doubled the company size and expanded the product offerings to better serve customers. Each of the merged organizations had a significantly different approach to HR's service delivery. However, despite these and a number of other differences, the merger went ahead. The merged company recently hired a new senior director of HR, selected primarily due to her expertise and experience in mergers and acquisitions. She reports to the CEO and the president of the newly merged company and has been tasked with leading the integration activities from an HR perspective. The HR director recognizes immediately that, aside from needing to get the new HR organization established, HR service delivery is critical due to increasing cost pressures, a larger global workforce, and increasing internal and external customer expectations. She has met with her new HR team and key business stakeholders to obtain valuable feedback and proposals. How can the HR director demonstrate HR's strategic value in the integration activities?

Perform a SWOT analysis and environmental scan to provide data points for making her recommendations.

A company operates in a very cost-focused environment, keeping its customers in the forefront of every decision they make. A recent merger has doubled the company size and expanded the product offerings to better serve customers. Each of the merged organizations had a significantly different approach to HR's service delivery. However, despite these and a number of other differences, the merger went ahead. The merged company recently hired a new senior director of HR, selected primarily due to her expertise and experience in mergers and acquisitions. She reports to the CEO and the president of the newly merged company and has been tasked with leading the integration activities from an HR perspective. The HR director recognizes immediately that, aside from needing to get the new HR organization established, HR service delivery is critical due to increasing cost pressures, a larger global workforce, and increasing internal and external customer expectations. She has met with her new HR team and key business stakeholders to obtain valuable feedback and proposals. How can the director best gain support for the HR structural changes she wants to make?

Take time to understand the company's needs and determine if her experience is applicable.

A company operates in a very cost-focused environment, keeping its customers in the forefront of every decision they make. A recent merger has doubled the company size and expanded the product offerings to better serve customers. Each of the merged organizations had a significantly different approach to HR's service delivery. However, despite these and a number of other differences, the merger went ahead. The merged company recently hired a new senior director of HR, selected primarily due to her expertise and experience in mergers and acquisitions. She reports to the CEO and the president of the newly merged company and has been tasked with leading the integration activities from an HR perspective. The HR director recognizes immediately that, aside from needing to get the new HR organization established, HR service delivery is critical due to increasing cost pressures, a larger global workforce, and increasing internal and external customer expectations. She has met with her new HR team and key business stakeholders to obtain valuable feedback and proposals. Which is the best approach for the HR director to use to incorporate the lessons learned from her experience into the integration efforts at the company?

Collaborate Rationale A collaborative approach to conflict resolution tries to find a "third way" that meets the needs of both sides. It is referred to as a win-win solution.

A manager notices that two employees are having a debate regarding a project's management. Although they both agree that the current way the project is being managed is incorrect, they have two completely different views as to what the solution is, and both are determined to implement their own solution. The manager recognizes that there could be value in both of the proposed solutions and suggests that a hybrid of the two could be used. What mode of conflict resolution is being used?

Ask to meet one-on-one with the division president to openly identify relevant issues to settle the dispute.

A company's division president arrives late for the annual staff holiday party. As the division president greets the 200 guests in attendance, the HR VP notices some erratic behavior. The division president casually mentions to the HR VP to drinking prior to the party. The division president then begins loudly complaining that the directions to the event facility provided by the new HR site manager were wrong, causing the late arrival time. The HR VP reads the directions and confirms their accuracy, but the division president continues making rude and disparaging remarks about the directions and the HR site manager. As the evening progresses, many employees begin expressing concerns to the HR VP about the division president's erratic behavior. After the party, the division president states the desire to terminate the HR site manager for providing inaccurate directions. How should the HR VP negotiate a disagreement with the division president over the termination of the HR site manager following the holiday party?

Immediately call the company CEO to request quick removal of the president to prevent further risks to the company.

A company's division president arrives late for the annual staff holiday party. As the division president greets the 200 guests in attendance, the HR VP notices some erratic behavior. The division president casually mentions to the HR VP to drinking prior to the party. The division president then begins loudly complaining that the directions to the event facility provided by the new HR site manager were wrong, causing the late arrival time. The HR VP reads the directions and confirms their accuracy, but the division president continues making rude and disparaging remarks about the directions and the HR site manager. As the evening progresses, many employees begin expressing concerns to the HR VP about the division president's erratic behavior. How should the HR VP address the division president's behavior to demonstrate a high level of personal integrity?

Warmly welcome the division president to the event.

A company's division president arrives late for the annual staff holiday party. As the division president greets the 200 guests in attendance, the HR VP notices some erratic behavior. The division president casually mentions to the HR VP to drinking prior to the party. The division president then begins loudly complaining that the directions to the event facility provided by the new HR site manager were wrong, causing the late arrival time. The HR VP reads the directions and confirms their accuracy, but the division president continues making rude and disparaging remarks about the directions and the HR site manager. As the evening progresses, many employees begin expressing concerns to the HR VP about the division president's erratic behavior. Which action should the new HR site manager take to resolve the conflict with the division president over the accuracy of the directions to the event facility?

Discreetly inform the president about his choices and the consequences of his behavior.

A company's division president arrives late for the annual staff holiday party. As the division president greets the 200 guests in attendance, the HR VP notices some erratic behavior. The division president casually mentions to the HR VP to drinking prior to the party. The division president then begins loudly complaining that the directions to the event facility provided by the new HR site manager were wrong, causing the late arrival time. The HR VP reads the directions and confirms their accuracy, but the division president continues making rude and disparaging remarks about the directions and the HR site manager. As the evening progresses, many employees begin expressing concerns to the HR VP about the division president's erratic behavior. Which behavioral strategy should the HR VP implement to positively influence the division president to model ethical behavior?

Immediately secure commitments from contractors to provide temporary workers. Rationale This scenario focuses on how to manage high-priority risks that are immediate and costly in impact. These risks call for prompt action that avoids the risk or mitigates the effects of the risk. The risk here probably cannot be avoided; there may be valid business reasons that agreement cannot be reached. However, its effects can be mitigated by securing temporary replacements. Monitoring the negotiations will not prepare the organization to respond quickly when the strike is called. Training managers to substitute for workers would have been a good idea before the strike became imminent.

A vice president (VP) of HR consults with the experts who have been hired to manage the organization's labor strategy. They report that it is very likely that the organization's major union will call a strike due to lack of progress in contract negotiations and that the work interruption could be lengthy. How should the VP of HR manage this risk?

Review proposed salary increases tied to performance appraisals for compliance with guidelines prior to communicating them to employees.

An HR manager is scheduled to receive a salary merit increase that is significantly above average compared to peers in similar positions. The employee's manager decides to implement the increase but fails to consult the corporate compensation function, who reviews such decisions. The increase is effective in the next performance cycle. The manager has not notified the employee. The issue arises during the annual salary merit review and performance appraisal process. All employees are reviewed for possible merit increases in accordance with merit budget guidelines and applicable compensation policy. Each manager is expected to comply with the guidelines before communicating salary increase decisions to employees. Should the merit increase be implemented, it will create a negative salary equity impact based on race, gender, length of service, and scope of responsibilities of other HR managers. In the context of HR policy and practice, this action reflects a poor management decision, lacking the collegial and collaborative behavior expected of senior managers at this level. The senior manager of corporate compensation is a member of the HR leadership team and is responsible for the application of compensation policy. His team identifies this issue and is awaiting instructions on how to proceed. The corporate compensation team oversees the performance appraisal process. Which action should the senior manager take to identify and prevent excessive or inequitable salary increases from occurring in the future?

Review the current policy to determine whether it is clear enough in conveying organizational expectations, and modify it as necessary to ensure consistent compliance.

An HR manager is scheduled to receive a salary merit increase that is significantly above average compared to peers in similar positions. The employee's manager decides to implement the increase but fails to consult the corporate compensation function, who reviews such decisions. The increase is effective in the next performance cycle. The manager has not notified the employee. The issue arises during the annual salary merit review and performance appraisal process. All employees are reviewed for possible merit increases in accordance with merit budget guidelines and applicable compensation policy. Each manager is expected to comply with the guidelines before communicating salary increase decisions to employees. Should the merit increase be implemented, it will create a negative salary equity impact based on race, gender, length of service, and scope of responsibilities of other HR managers. In the context of HR policy and practice, this action reflects a poor management decision, lacking the collegial and collaborative behavior expected of senior managers at this level. The senior manager of corporate compensation is a member of the HR leadership team and is responsible for the application of compensation policy. His team identifies this issue and is awaiting instructions on how to proceed. Which approach should the senior manager take to address the issues of greater consistency and equity in adhering to compensation policies and procedures?

Address the performance issue, allowing for explanation and resolution. Rationale The supervisor was right to address the infraction promptly to avoid future problems but should have gotten quickly to the point. Laying out the disciplinary system now would be excessive and create unnecessary stress for both. While the employee should be given a chance to speak, the focus should be on solutions.

An employee is 30 minutes late to work. The supervisor has a casual conversation and raises the tardiness issue with the employee. The employee shares a new problematic child-care situation and they discuss possible solutions. How can the manager improve these sessions in the future?

Make a good-faith effort to comply in the future. Rationale The safe-harbor provision prevents an employer from losing the overtime exemption for improper pay deductions, regardless of the reason, if the employer has "a clearly communicated" policy (not necessarily in writing) and makes a good-faith effort to comply in the future. While the organization must reimburse employees for any improper deductions, there is no requirement to pay any amount beyond the improperly deducted amount.

An organization erroneously withholds deductions from several exempt employees' paychecks. Under the safe-harbor provision of the Fair Labor Standards Act, which action should the organization take?

Learning management system Rationale A learning management system (LMS) tracks enrollment and attendance at training and can produce development plans.

An organization has struggled to track employee training and development plans. Which type of HR technology system could facilitate this tracking?

Legal risks Rationale Legal risks and liability concerns are of primary importance when determining the staffing arrangements.

An organization is having difficulty finding skilled labor for an upcoming project. The HR director recommends using a staffing agency to find employees. Which of the following is a critical consideration when determining the best staffing arrangement?

Open and sustain communication lines between HR and function leaders. Rationale The change may be resisted by functions, which may not feel involved and may not trust HR to deliver this important service. Involving functional leadership early in the process and inviting continual feedback after implementation will help acceptance. Incorporating measurement tools and training are necessary but do not address the source of resistance. Locating the center in one function will not ensure support from other functions.

An organization is shifting to the use of a shared service center for career development. Previously, functions handled this themselves with some support from HR. How can the HR leader ensure that this shift will be accepted internally?

Improving organizational effectiveness As HR evolves to become more strategic, its focus will shift from more administrative aspects, like training, job descriptions, and compensation benchmarks, which can be managed by a dedicated vendor, to improving organizational effectiveness, which capitalizes on HR's internal expertise.

As technology provides HR with new strategic capabilities, which HR activities will take on greater significance

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

At an organization with 3,500-plus full-time employees, annual benefits enrollment is done manually on paper documents, which are reviewed, audited, and then uploaded into the HRIS benefits program. This manual process takes approximately 30 to 45 days. The HR director provides staff not trained in benefits for the data entry phase when overtime is required, resulting in a 20% to 30% data entry error rate each year, with slow response times for corrections. These manual processes are in place because the former benefits manager was uncomfortable implementing new computer programs. Since the organization has a shared database and a majority of the employees have computer access at their desks, a newly hired HR benefits manager suggests activation of an employee self-service (ESS) online enrollment process in the HRIS. The executive team approves this suggestion for full implementation within the next 14 months. The new ESS process should result in a significant reduction in errors, a faster customer service response time, and a shorter budget reconciliation period. The new benefits manager develops a plan to implement the ESS program within 12 months, but the HR director insists on implementation at the start of the next enrollment period, which is less than five months away, in spite of the manager's objections. Consequently, a larger number of benefit errors show up during the year following implementation. After identifying the specific causes for the high error rate, which step should the new benefits manager take next in the solution process?

During the development phase, where the employee and the manager collaborate on developing performance objectives and goals Rationale During the development phase, HR, management, and the employee collaborate in setting goals and objectives to align with organizational needs and the evaluation process.

At which stage of the employee life cycle would the management by objectives appraisal method be effective in driving ongoing employee commitment?

Identify errors and notify leadership of both positive implementation results of the ESS system and steps being taken to resolve the errors going forward. Rationale Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

At an organization with 3,500-plus full-time employees, annual benefits enrollment is done manually on paper documents, which are reviewed, audited, and then uploaded into the HRIS benefits program. This manual process takes approximately 30 to 45 days. The HR director provides staff not trained in benefits for the data entry phase when overtime is required, resulting in a 20% to 30% data entry error rate each year, with slow response times for corrections. These manual processes are in place because the former benefits manager was uncomfortable implementing new computer programs. Since the organization has a shared database and a majority of the employees have computer access at their desks, a newly hired HR benefits manager suggests activation of an employee self-service (ESS) online enrollment process in the HRIS. The executive team approves this suggestion for full implementation within the next 14 months. The new ESS process should result in a significant reduction in errors, a faster customer service response time, and a shorter budget reconciliation period. The new benefits manager develops a plan to implement the ESS program within 12 months, but the HR director insists on implementation at the start of the next enrollment period, which is less than five months away, in spite of the manager's objections. Consequently, a larger number of benefit errors show up during the year following implementation. Which action should the new HR benefits manager take if the error rate increases due to the accelerated ESS implementation phase and its reduced training time for employees?

Placing less emphasis on individual productivity Rationale Some organizations foster a caring, paternalistic feeling and want employees to feel that they are a "part of the family." These organizations usually provide employees with a variety of benefits which gradually increase over time. Typically, as these benefits increase, less emphasis is placed on individual employee contributions, initiative, and responsibility and while more emphasis shifts to the profitability and success of the whole organization.

Employees in an entitlement-oriented culture are most likely to expect which of the following ?

Cost of hire Rationale Cost of hire is calculated by dividing the total recruiting costs by the number of new employees. It is used to provide recruiting cost projections for budget planning.

HR professionals use metrics to demonstrate contributions to the organization. Which metric best reflects recruiting costs?

Running a pilot program concurrently with the existing course to compare results Rationale Pilot programs are offered in a controlled environment to a segment of the target audience to identify potential problems and assess initial effectiveness. Pilot testing can provide useful feedback, and identify potential content or deployment problems either before a program launch or when considering changes to current programs.

How can an HR director considering a reduction in the length of a training course ensure it will be effective?

Period of conflict driving decision-making authority downward in the company Rationale When authority is redistributed in a merger, decision making may move downward toward line managers. None of the other answers is related to redistribution of decision-making authority in a merger.

In a merger, one leader is known for breaking the rules to innovate and the other is known for maintaining strict control over decision making. Which outcome is most likely to occur?

Multiple evaluations by different managers Rationale Unlike replacement planning, which emphasizes evaluation of an employee's performance on the job over time, succession planning systems use multiple evaluations by different managers on different assignments.

In a succession planning system, how are employees generally evaluated?

Completing a job analysis to understand the job requirements and interconnections with other jobs Rationale To focus on core products, the organization should begin with job analysis. This systematic study of all jobs, including tasks, qualifications, education, experience, and training, will help identify the best options for supporting the new approach.

In an attempt to turn around a floundering organization, a new CEO has recently tightened the organization's focus on core products to cut spending, boost revenue, and reduce task redundancy. Since all jobs must be interrelated to accomplish the organization's updated mission, vision, and goals, which action should HR recommend the organization take first?

Relationship between two consistent variables Rationale The key to accurate projections is whether the relationships will continue to hold. The length of time it takes to complete the analysis could affect the relationships, but it is the relationship, not the time, that is the key factor. The acceptance and support of key management has nothing to do with the ability to project past figures into the future.

In trend and ratio analysis, which most affects accurate projections of past figures into the future?

Expansion of benefit options New benefits could include options of interest to a range of employees.

Older employees in an organization are upset about a new benefit that favors young parents. Which might be a solution to this problem?

Whether to build, customize, or outsource development Rationale The organization must determine whether to build or customize the HRIS or to outsource its development

Once an organization determines that it needs to invest in an HRIS, which is the next decision that needs to be made?

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

Scenario The HR staff in a large multinational organization is dispersed around the globe but managed under a single HR function. The staff has different skills, varied experience levels, and a wide range of roles depending on where they work. Many HR team members feel geographically and culturally isolated because they are stationed in remote areas where the regional culture and personnel issues are very different from those of the organization's headquarters. HR staff members must increasingly rely on people in their regional offices for support during absences, audits, and escalations, because headquarters staff does not understand the local issues. The VP of HR wants to build cohesion and a sense of camaraderie among all HR staff members but has limited budget for travel. What should the VP of HR do to provide the HR team with a common purpose?

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

Scenario The HR staff in a large multinational organization is dispersed around the globe but managed under a single HR function. The staff has different skills, varied experience levels, and a wide range of roles depending on where they work. Many HR team members feel geographically and culturally isolated because they are stationed in remote areas where the regional culture and personnel issues are very different from those of the organization's headquarters. HR staff members must increasingly rely on people in their regional offices for support during absences, audits, and escalations, because headquarters staff does not understand the local issues. The VP of HR wants to build cohesion and a sense of camaraderie among all HR staff members but has limited budget for travel. Which method should the VP of HR use to address the feelings of isolation that result from the differences in HR team members' locations?

Men receive higher wages than women for the same work. Rationale The ILO standards prohibit unequal pay and opportunities for men and women. Management may not prohibit employees' from associating and organizing, but it is allowed to state its reasons for not wanting a unionized workplace. Prisoners are exceptions to the ILO ban on forced labor. Children under 18 may be employed as long as they have completed schooling required in their communities and the work is not hazardous.

Which action violates the International Labour Organization standards?

Strategic plan Rationale An organization's strategic plan should generate a list of the workforce capabilities needed to execute the business strategy as well as a monetary value for each capability based on how critical it is to generating new revenues or reducing costs. Afterward, if staff terminations are needed to support cost reduction, the termination policy, performance evaluations, and a seniority list can be considered.

The CEO directs all functional leaders to submit plans to reduce costs by 10% while increasing revenue by 10%. The operations functional leader requests HR to assist in identifying positions to eliminate. What should HR recommend the leader review first?

Social audit Rationale A social audit will allow the organization to review policies and procedures in terms of their social impact. It can then focus on areas that are lacking and need improvement.

The HR director has noticed that employee demographics do not support the organization's corporate social responsibility focus. Which action may be used to help demonstrate the need for attracting diverse talent?

Team members feel accountable not just to the leader but to other team members. High-functioning team members should feel accountable to not just the leader but to each other.

What is a good end result that should be worked toward while forming a new team or partnership?

Addressing unethical or harmful actions and preventing recurrences Rationale A compliance program must ensure that responses to transgressions are appropriate and consistent (as well as thoroughly grounded in full, impartial, and comprehensive investigations into wrongdoing) and that such responses protect both organizational liability and individual rights. The organization must have a system in place that both addresses unethical or harmful actions and prevents recurrences.

What is required to ensure that a compliance program's responses to transgressions are appropriate, consistent, impartial, and comprehensive?

Explore the HR manager's concerns without bias, reviewing, researching, and identifying impacts to overall business strategy.

The senior executive team in a rapidly growing health-care organization has launched a new three-year expansion plan. In the past, the recruiting manager has successfully found the right talent for positions. With the expected growth over the next three years, the senior team is concerned about having an adequate candidate pool to fill new food services, maintenance, and various critical skilled nursing positions. The current labor pool is perceived as having a limited supply of qualified candidates, and the future labor supply is not expected to adequately accommodate future growth. There is a sizeable number of underutilized retirees and military veterans in the current geographic location. Some in the HR function believe that these underutilized groups have a huge potential and should be considered in the overall recruiting strategy, while others, including the HR manager, do not support this notion. In a recent team meeting, the recruiting manager and the HR manager became involved in a heated discussion regarding their differing perspectives. Expanding the candidate pool to include retirees and military veterans would be a significant recruiting change. The recruiting manager's skill in bringing the opposing perspectives together is essential. What should be the first step for mitigating this resistance?

Complete a job analysis of the roles to present the interconnectivities between the organization's goals and job responsibilities.

The senior executive team in a rapidly growing health-care organization has launched a new three-year expansion plan. In the past, the recruiting manager has successfully found the right talent for positions. With the expected growth over the next three years, the senior team is concerned about having an adequate candidate pool to fill new food services, maintenance, and various critical skilled nursing positions. The current labor pool is perceived as having a limited supply of qualified candidates, and the future labor supply is not expected to adequately accommodate future growth. There is a sizeable number of underutilized retirees and military veterans in the current geographic location. Some in the HR function believe that these underutilized groups have a huge potential and should be considered in the overall recruiting strategy, while others, including the HR manager, do not support this notion. In a recent team meeting, the recruiting manager and the HR manager became involved in a heated discussion regarding their differing perspectives. Which action should the recruiting manager and business leaders take first in identifying a qualified candidate pool for the positions?

Develop a business case that supports the company's business strategy.

The senior executive team in a rapidly growing health-care organization has launched a new three-year expansion plan. In the past, the recruiting manager has successfully found the right talent for positions. With the expected growth over the next three years, the senior team is concerned about having an adequate candidate pool to fill new food services, maintenance, and various critical skilled nursing positions. The current labor pool is perceived as having a limited supply of qualified candidates, and the future labor supply is not expected to adequately accommodate future growth. There is a sizeable number of underutilized retirees and military veterans in the current geographic location. Some in the HR function believe that these underutilized groups have a huge potential and should be considered in the overall recruiting strategy, while others, including the HR manager, do not support this notion. In a recent team meeting, the recruiting manager and the HR manager became involved in a heated discussion regarding their differing perspectives. Which action should the recruiting manager take to persuade the rest of the HR team to support hiring and utilizing retiree and military veteran candidates?

Meet with the HR manager privately and share information on some qualified applicants.

The senior executive team in a rapidly growing health-care organization has launched a new three-year expansion plan. In the past, the recruiting manager has successfully found the right talent for positions. With the expected growth over the next three years, the senior team is concerned about having an adequate candidate pool to fill new food services, maintenance, and various critical skilled nursing positions. The current labor pool is perceived as having a limited supply of qualified candidates, and the future labor supply is not expected to adequately accommodate future growth. There is a sizeable number of underutilized retirees and military veterans in the current geographic location. Some in the HR function believe that these underutilized groups have a huge potential and should be considered in the overall recruiting strategy, while others, including the HR manager, do not support this notion. In a recent team meeting, the recruiting manager and the HR manager became involved in a heated discussion regarding their differing perspectives. Which step is the best for the recruiting manager to take in addressing the HR manager's concerns?

Annually benchmark positions using a salary survey. Rationale Many organizations use a combination of surveys and benchmarking to help them remain competitive.

To ensure that a large organization's pay structure is consistently competitive, which is the best practice an HR leader should consider?

A predictive measurement of future performance Rationale Leading indicators predict future performance. For example, improved customer loyalty (a customer measure) will translate into increased revenue and profits (a financial measure).

What do leading indicators provide in an HR balanced scorecard?

State engagement Rationale State engagement is influenced by workplace conditions or practices (e.g., task variety, opportunities to participate in work decisions) that can be improved through organizational interventions directly under management's control.

What facet of employee engagement should a manager focus on to enable employees to participate in work decisions?

Considering both visible and invisible diversity traits will create the most benefits. Rationale Organizations receive the greatest benefits from diversity and inclusion initiatives when those efforts consider multiple dimensions of diversity, including both visible and invisible traits.

What guidance in the area of diversity and inclusion can HR provide?

The ability to appeal to all groups and navigate cultural norms. Rationale While credibility, comfortability with technology, and consulting skills are all important when selecting an instructor, with the organization being international in scope and hoping the instructor will be able to train across all areas necessitates that the instructor be skilled at approaching the group in a manner that will appeal to all groups while offending none.

What should an international organization consider when choosing instructors to execute enterprise-wide training initiatives?

Implementing stay interviews to better understand employees' perspectives and values Rationale Stay interviews provide perspective on what current employees value about the organization and the work they do and why they remain with the organization. This data would best support a strategy to be an employer of choice.

Which initiative would be pursued by an HR leader in an organization with a strategy to be an employer of choice?

Community resistance Rationale A threat comes from an environment that is external to the company. In this case, local citizen resistance to a chemical plant may be an external threat to the organization's plans.

Which is considered a threat for a company that wants to build a chemical-producing factory in a small town?

Conduct focus groups to identify work/life balance issues and prepare recommendations by mid-year. Rationale The best objective defines a specific and reasonable action and sets a date by which the task will be accomplished. Developing and launching a program may be overly ambitious and misguided at this stage. The objective about surveys is not ambitious enough and contains no time frame. Improving employee morale is a goal, and the statement does not describe how the goal will be accomplished.

Which objective should HR include in the business plan to address work/life balance within an organization?

Headquarters articulates values and develops HR tools, and HR functions embedded in business units develop local policies and practices. Rationale Dedicated HR allows businesses with different strategies in multiple units to apply HR expertise to each unit's specific strategic needs. There is an HR function at headquarters and a corporate function embedded in companies or business units.

Which organization is using a dedicated HR model structure?

Absence of integration of diversity and inclusion into business culture Rationale Many diversity and inclusion efforts fail because organizations have not fully been able to integrate diversity and inclusion into their business culture. Successful diversity and inclusion efforts cannot be implemented with command-and-control mandates, such as required training, ties to performance assessments, and formal grievance procedures. Diversity and inclusion must become shared principles that shape the organization's culture and processes.

Which statement explains why many diversity and inclusion efforts falter?

Targeting recruiting efforts at urban colleges and universities Rationale One approach to increasing the diversity of the applicant pool is to recruit from institutions that serve minorities. Urban areas have larger concentrations of minorities than do non-urban areas, and urban colleges and universities have higher percentages of minority enrollees than do other higher education institutions. Using more minorities in marketing does not ensure success in recruitment. Creating a mentoring program and increasing salaries for minorities may help in retaining minority employees, but likely has little impact on recruiting.

Which step might address an organization responding to concerns about too few minority applicants?

Redeployment Rationale During solution analysis, an organization decides whether to "build," "buy," or "borrow" the talent needed to attain the staffing levels and competencies required to meet the organizational goals and objectives. Redeployment is a solution to meet the organizational future needs.

Which tactic should HR consider first to ensure staffing needs will be met during an organizational restructuring?

Mentorship program Rationale A mentorship program may identify potential leaders from diverse backgrounds and then focus on preparing them for top management positions through mentoring relationships with current leaders.

A company has a diverse workforce but has not seen a diversification of top management ranks. Which program would be most successful in addressing this problem?

Recommending that IT create a policy defining Internet use at work Rationale Certainly a written policy could set limits for employees' personal use of the Internet and reduce the influx of computer viruses. Other benefits are possible, too. A policy may never eliminate employee misconduct, but it could help the employer avoid incidents that may lead to embarrassment for the company and/or potential legal problems. Further, having a formal policy in place and communicating it to employees reduces the employer's exposure to invasion-of-privacy claims

A company is experiencing computer virus problems introduced by employees opening non work-related files. Which action can HR take to reduce the problem?

Sit-down strike Rationale These changes may lead to a union action. The HR manager should have a contingency plan to ensure business continuity in the event of a sit-down strike, which doesn't allow for replacement workers. Social media campaigns, employee newsletters, and lower engagement scores do not necessarily impact business production or performance.

A company recently reduced employee benefits and downsized the unionized workforce in their manufacturing facility while also implementing higher quality standards and increasing weekly production quotas. To ensure business continuity, the HR manager should have a contingency plan for which employee response?

Create HR communication responsiveness procedures focused on timely follow-up and tracking of items received.

A domestic airline rapidly gains market share through an innovative business model, a charismatic leader, a unique work environment, and sound HR practices. This has led to a global strategic plan of aggressively acquiring small local airlines in neighboring countries. The VP of HR has been with the airline for 15 years and is an active member of its leadership team. He is a big believer in the benefits of an inclusive and multicultural workforce. This is the VP of HR's first experience with globalizing HR practices. An immediate conflict between headquarters and local policies emerges when a country HR manager raises the issue of discounted tickets for exempt U.S. management in the total rewards package. In the headquarters country, exempt management is paid on a salary basis, but in some of the new countries of operation, management is paid contractually on an hourly basis. The VP of HR is concerned that expanding the benefit globally to all management will create excessive costs and has not taken action after several requests. Frustrated, a country HR manager writes directly to the CEO about the issue, arguing that limiting this benefit may lead to legal challenges or employee relations issues that could damage the company's reputation, the work climate, and the ability to attract talent in the future. How best can the VP of HR prevent the circumvention of authority issue from recurring?

Meet with the manager virtually or in person as soon as possible and have a candid and open discussion of the matter.

A domestic airline rapidly gains market share through an innovative business model, a charismatic leader, a unique work environment, and sound HR practices. This has led to a global strategic plan of aggressively acquiring small local airlines in neighboring countries. The VP of HR has been with the airline for 15 years and is an active member of its leadership team. He is a big believer in the benefits of an inclusive and multicultural workforce. This is the VP of HR's first experience with globalizing HR practices. An immediate conflict between headquarters and local policies emerges when a country HR manager raises the issue of discounted tickets for exempt U.S. management in the total rewards package. In the headquarters country, exempt management is paid on a salary basis, but in some of the new countries of operation, management is paid contractually on an hourly basis. The VP of HR is concerned that expanding the benefit globally to all management will create excessive costs and has not taken action after several requests. Frustrated, a country HR manager writes directly to the CEO about the issue, arguing that limiting this benefit may lead to legal challenges or employee relations issues that could damage the company's reputation, the work climate, and the ability to attract talent in the future. How should the VP of HR approach the country HR manager who went around him and wrote directly to the CEO?

Prepare a business case for leadership on the costs and benefits of extending the discount globally.

A domestic airline rapidly gains market share through an innovative business model, a charismatic leader, a unique work environment, and sound HR practices. This has led to a global strategic plan of aggressively acquiring small local airlines in neighboring countries. The VP of HR has been with the airline for 15 years and is an active member of its leadership team. He is a big believer in the benefits of an inclusive and multicultural workforce. This is the VP of HR's first experience with globalizing HR practices. An immediate conflict between headquarters and local policies emerges when a country HR manager raises the issue of discounted tickets for exempt U.S. management in the total rewards package. In the headquarters country, exempt management is paid on a salary basis, but in some of the new countries of operation, management is paid contractually on an hourly basis. The VP of HR is concerned that expanding the benefit globally to all management will create excessive costs and has not taken action after several requests. Frustrated, a country HR manager writes directly to the CEO about the issue, arguing that limiting this benefit may lead to legal challenges or employee relations issues that could damage the company's reputation, the work climate, and the ability to attract talent in the future. The issue is complicated by the fact that the country HR manager is herself paid hourly as a manager. The CEO is concerned by the communication from the country HR manager and urges the VP of HR to respond quickly. How should the VP of HR proceed?

Distribution of the policy with a video message from the CEO to be played at staff meetings throughout the entire organization

A domestic airline rapidly gains market share through an innovative business model, a charismatic leader, a unique work environment, and sound HR practices. This has led to a global strategic plan of aggressively acquiring small local airlines in neighboring countries. The VP of HR has been with the airline for 15 years and is an active member of its leadership team. He is a big believer in the benefits of an inclusive and multicultural workforce. This is the VP of HR's first experience with globalizing HR practices. An immediate conflict between headquarters and local policies emerges when a country HR manager raises the issue of discounted tickets for exempt U.S. management in the total rewards package. In the headquarters country, exempt management is paid on a salary basis, but in some of the new countries of operation, management is paid contractually on an hourly basis. The VP of HR is concerned that expanding the benefit globally to all management will create excessive costs and has not taken action after several requests. Frustrated, a country HR manager writes directly to the CEO about the issue, arguing that limiting this benefit may lead to legal challenges or employee relations issues that could damage the company's reputation, the work climate, and the ability to attract talent in the future. Which method should the VP of HR use to best communicate the final policy on this matter to the organization?

Personally meet with each senior leader to explain the benefits of the new system and ask for feedback and questions.

A global, 10,000-employee, performance-driven manufacturing company recently instituted a major cultural shift with the board's announcement of a new CEO. The CEO outlined a revitalized focus on performance and productivity, including an update to the 100-year-old company's culture, vision, and values. The CEO tasks a newly hired chief human resources officer (CHRO) with developing a new performance management system aligned to these changes. The CHRO researches the history of the company's performance management system and discovers that, although employees have usually achieved individual targets, the company has not hit its overall performance and financial targets even once. The CHRO determines that significant elements in a new performance management system would be stronger management capabilities and increased individual accountability. After careful analysis, the CHRO recommends an approach. The CHRO believes that this new system will create a way to differentiate performance among employees at all levels as well as identify high-potential future leaders. It also creates a way to identify poor performers, giving the company an approach to close performance gaps through various developmental activities. Finally, the new performance system will bring transparency to the way employees are evaluated. Which action should the CHRO take first to implement the new performance management system?

Schedule town hall meetings in all locations to discuss the new system.

A global, 10,000-employee, performance-driven manufacturing company recently instituted a major cultural shift with the board's announcement of a new CEO. The CEO outlined a revitalized focus on performance and productivity, including an update to the 100-year-old company's culture, vision, and values. The CEO tasks a newly hired chief human resources officer (CHRO) with developing a new performance management system aligned to these changes. The CHRO researches the history of the company's performance management system and discovers that, although employees have usually achieved individual targets, the company has not hit its overall performance and financial targets even once. The CHRO determines that significant elements in a new performance management system would be stronger management capabilities and increased individual accountability. After careful analysis, the CHRO recommends an approach. The CHRO believes that this new system will create a way to differentiate performance among employees at all levels as well as identify high-potential future leaders. It also creates a way to identify poor performers, giving the company an approach to close performance gaps through various developmental activities. Finally, the new performance system will bring transparency to the way employees are evaluated. How should the CHRO communicate the new performance management system to employees across all locations?

Recognizing all milestone successes of the implementation and then communicating the next steps

A global, 10,000-employee, performance-driven manufacturing company recently instituted a major cultural shift with the board's announcement of a new CEO. The CEO outlined a revitalized focus on performance and productivity, including an update to the 100-year-old company's culture, vision, and values. The CEO tasks a newly hired chief human resources officer (CHRO) with developing a new performance management system aligned to these changes. The CHRO researches the history of the company's performance management system and discovers that, although employees have usually achieved individual targets, the company has not hit its overall performance and financial targets even once. The CHRO determines that significant elements in a new performance management system would be stronger management capabilities and increased individual accountability. After careful analysis, the CHRO recommends an approach. The CHRO believes that this new system will create a way to differentiate performance among employees at all levels as well as identify high-potential future leaders. It also creates a way to identify poor performers, giving the company an approach to close performance gaps through various developmental activities. Finally, the new performance system will bring transparency to the way employees are evaluated. What should the CHRO recommend as next steps after the implementation of the performance management system?

Readiness of employees to use the software program in the new system

A global, 10,000-employee, performance-driven manufacturing company recently instituted a major cultural shift with the board's announcement of a new CEO. The CEO outlined a revitalized focus on performance and productivity, including an update to the 100-year-old company's culture, vision, and values. The CEO tasks a newly hired chief human resources officer (CHRO) with developing a new performance management system aligned to these changes. The CHRO researches the history of the company's performance management system and discovers that, although employees have usually achieved individual targets, the company has not hit its overall performance and financial targets even once. The CHRO determines that significant elements in a new performance management system would be stronger management capabilities and increased individual accountability. After careful analysis, the CHRO recommends an approach. The CHRO believes that this new system will create a way to differentiate performance among employees at all levels as well as identify high-potential future leaders. It also creates a way to identify poor performers, giving the company an approach to close performance gaps through various developmental activities. Finally, the new performance system will bring transparency to the way employees are evaluated. Which significant factor should the CHRO consider first when implementing the new performance management system?

Alignment of HR and organizational strategies and change management

A health-care delivery organization has experienced significant and rather sudden growth in membership over the last year. Because this fast pace of growth is forecast to continue, HR and finance complete a labor demand analysis. They determine that the organization must increase its current employee base by approximately 30% in the next two years to properly manage the growth and to handle upcoming voluntary and involuntary separations. The analysis also indicates that approximately 30% of the current employees are either eligible for retirement now or will be in the next few years. Many of those eligible for retirement have been in leadership roles for many years and are considered key employees. High-potential employees have been identified within the organization, but not all are aligned with the departments that will be impacted most by upcoming retirements. The increase in the workload, along with the challenges associated with managing the changing demographics of members, has placed a burden on employees across the organization. Morale has declined as employees are feeling more stress. The positive message of growth in the organization is being overshadowed by the discontent of overworked employees. The senior leadership team has decided to coordinate a strategy session with executives and regional leads to assess current organizational strategies and to ensure that the business is on track to manage upcoming human capital challenges. Based upon the potential human capital concerns outlined, which focus should HR leadership pursue?

Regularly communicate information about the recruiting status across the organization to employees.

A health-care delivery organization has experienced significant and rather sudden growth in membership over the last year. Because this fast pace of growth is forecast to continue, HR and finance complete a labor demand analysis. They determine that the organization must increase its current employee base by approximately 30% in the next two years to properly manage the growth and to handle upcoming voluntary and involuntary separations. The analysis also indicates that approximately 30% of the current employees are either eligible for retirement now or will be in the next few years. Many of those eligible for retirement have been in leadership roles for many years and are considered key employees. High-potential employees have been identified within the organization, but not all are aligned with the departments that will be impacted most by upcoming retirements. The increase in the workload, along with the challenges associated with managing the changing demographics of members, has placed a burden on employees across the organization. Morale has declined as employees are feeling more stress. The positive message of growth in the organization is being overshadowed by the discontent of overworked employees. The senior leadership team has decided to coordinate a strategy session with executives and regional leads to assess current organizational strategies and to ensure that the business is on track to manage upcoming human capital challenges. Which is the most immediate strategy the HR leadership should implement to improve morale in the organization?

Ensure that candidates selected for consideration for open positions have a proven track record in customer service.

A health-care delivery organization has experienced significant and rather sudden growth in membership over the last year. Because this fast pace of growth is forecast to continue, HR and finance complete a labor demand analysis. They determine that the organization must increase its current employee base by approximately 30% in the next two years to properly manage the growth and to handle upcoming voluntary and involuntary separations. The analysis also indicates that approximately 30% of the current employees are either eligible for retirement now or will be in the next few years. Many of those eligible for retirement have been in leadership roles for many years and are considered key employees. High-potential employees have been identified within the organization, but not all are aligned with the departments that will be impacted most by upcoming retirements. The increase in the workload, along with the challenges associated with managing the changing demographics of members, has placed a burden on employees across the organization. Morale has declined as employees are feeling more stress. The positive message of growth in the organization is being overshadowed by the discontent of overworked employees. The senior leadership team has decided to coordinate a strategy session with executives and regional leads to assess current organizational strategies and to ensure that the business is on track to manage upcoming human capital challenges. With the patient base growing so rapidly, how can HR best support the organization in maintaining customer satisfaction?

Ask the intern's supervisor to spend additional time training the intern on proper business etiquette.

A large multinational corporation hosts a competitive student internship program every summer to identify future talent and recruit candidates for part-time employment during the school year. Each year five interns are selected from over 200 applicants. Interns come from diverse backgrounds, and many do not have experience in a corporate environment. An HR manager leads a team of three HR staff who are responsible for successfully implementing the internship program components, including onboarding and training in business etiquette, team building, and computer skills. Several weeks after the start of the internship, the HR manager receives an e-mail from a senior VP stating that an intern has sent an inappropriate e-mail to the entire executive team. A few days later, the intern's supervisor notifies the HR manager that the intern appears unkempt and has been wearing the same clothing for several days in a row. In addition, the supervisor states that a written complaint was submitted by a group of employees alleging that the intern uses unprofessional language in common areas of the workplace. The HR manager sends the intern an e-mail requesting a meeting. During the meeting with the intern, the HR manager learns that the intern has limited exposure to corporate settings and is having difficulty balancing work and social commitments. What should the HR manager do?

Ask the intern to write down the comments for documentation.

A large multinational corporation hosts a competitive student internship program every summer to identify future talent and recruit candidates for part-time employment during the school year. Each year five interns are selected from over 200 applicants. Interns come from diverse backgrounds, and many do not have experience in a corporate environment. An HR manager leads a team of three HR staff who are responsible for successfully implementing the internship program components, including onboarding and training in business etiquette, team building, and computer skills. Several weeks after the start of the internship, the HR manager receives an e-mail from a senior VP stating that an intern has sent an inappropriate e-mail to the entire executive team. A few days later, the intern's supervisor notifies the HR manager that the intern appears unkempt and has been wearing the same clothing for several days in a row. In addition, the supervisor states that a written complaint was submitted by a group of employees alleging that the intern uses unprofessional language in common areas of the workplace. The HR manager sends the intern an e-mail requesting a meeting. The intern tells the HR manager that an employee is making derogatory comments to others in the office about the intern's lack of professional attire and language. What should the HR manager do?

Advise the supervisor to inquire of the intern if there are personal problems that HR can support.

A large multinational corporation hosts a competitive student internship program every summer to identify future talent and recruit candidates for part-time employment during the school year. Each year five interns are selected from over 200 applicants. Interns come from diverse backgrounds, and many do not have experience in a corporate environment. An HR manager leads a team of three HR staff who are responsible for successfully implementing the internship program components, including onboarding and training in business etiquette, team building, and computer skills. Several weeks after the start of the internship, the HR manager receives an e-mail from a senior VP stating that an intern has sent an inappropriate e-mail to the entire executive team. A few days later, the intern's supervisor notifies the HR manager that the intern appears unkempt and has been wearing the same clothing for several days in a row. In addition, the supervisor states that a written complaint was submitted by a group of employees alleging that the intern uses unprofessional language in common areas of the workplace. The HR manager sends the intern an e-mail requesting a meeting. The intern's supervisor expresses concern that the intern's recent decline in professional appearance could be because of a personal issue. How should the HR manager respond to the supervisor?

Inform the senior VP that HR will meet with the intern first to gain a clearer understanding of the situation.

A large multinational corporation hosts a competitive student internship program every summer to identify future talent and recruit candidates for part-time employment during the school year. Each year five interns are selected from over 200 applicants. Interns come from diverse backgrounds, and many do not have experience in a corporate environment. An HR manager leads a team of three HR staff who are responsible for successfully implementing the internship program components, including onboarding and training in business etiquette, team building, and computer skills. Several weeks after the start of the internship, the HR manager receives an e-mail from a senior VP stating that an intern has sent an inappropriate e-mail to the entire executive team. A few days later, the intern's supervisor notifies the HR manager that the intern appears unkempt and has been wearing the same clothing for several days in a row. In addition, the supervisor states that a written complaint was submitted by a group of employees alleging that the intern uses unprofessional language in common areas of the workplace. The HR manager sends the intern an e-mail requesting a meeting. The senior VP requests a meeting with the intern and the HR manager to discuss the e-mail sent to the executive team. What should the HR manager do?

By urging team members to focus on a harmonious way to interact with one another Rationale Collectivist cultures like China tend to prefer harmony and group decisions, so the manager may see this team's conflict as leading to the project's failure.

A manager from Asia has transferred to lead a U.S. operation. During team meetings, the manager observes constant and open conflict. According to Hofstede's cultural dimensions theory, how is the manager most likely to respond?

Conducting a needs analysis in this location Rationale Capacity is a problem in achieving an expected level of output. Since lowered capacity can result from many factors, likely causes should be identified before applying solutions such as quality programs, revised procedures, or training. HR can help operations by conducting a needs analysis to identify potential causes. The needs assessment will help provide a thorough understanding of what must be corrected.

A manufacturer experiences markedly lower capacity in one plant. The plant does not differ significantly in equipment, workforce size and skill, or processes. Which action should HR take to best assist the operations function in correcting this?

Enterprise resource planning (ERP) access could be extended to the vendor, eliminating communication delays. Rationale The most effective use of technology in this case is to include the vendor in the ERP. This would allow the vendor to see operations' work flow and worker requirements and to act independently to secure the necessary resources. Staffing metrics have probably been defined in order to estimate resource requirements. Simulations and submitting invoices directly to accounting will probably not affect efficiency in staffing.

A manufacturer's new strategy is focusing on increasing customer satisfaction by avoiding shipping delays. The vice president of HR has been charged with making sure that operations has access to the labor it needs to meet scheduled orders. This sometimes requires hiring temporary workers. HR has outsourced its hiring to a trusted vendor. How could technology most effectively support the vice president of HR in achieving this goal?

By reviewing the skills inventory Rationale HR can compare the competencies the organization needs with the skills inventory of current employees.

A mature organization is pursuing a new customer market. How can HR offer value to sales and operations?

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

A new HR director with a manufacturing firm is completing a new-hire rotational training program. The director spends six months in three departments: manufacturing, finance, and facility services. During the rotation, the HR director works closely with the leadership team in each department to complete a recruiting needs assessment. During the finance rotation, the HR director learns that the finance director has a close working relationship with a recruiting firm in which the owner is a former employee with significant knowledge of the organization. However, the current time-to-fill ratio and turnaround time for the firm are below average. The HR director carefully reviews the current recruiting strategies and decides to begin a search for a primary vendor partner for recruitment services. The HR director sets a goal to present a list of finalists with a final recommendation at the next quarterly executive leadership meeting. How should the HR director address the finance director's close working relationship with the low-performing recruiting firm?

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

A new HR director with a manufacturing firm is completing a new-hire rotational training program. The director spends six months in three departments: manufacturing, finance, and facility services. During the rotation, the HR director works closely with the leadership team in each department to complete a recruiting needs assessment. During the finance rotation, the HR director learns that the finance director has a close working relationship with a recruiting firm in which the owner is a former employee with significant knowledge of the organization. However, the current time-to-fill ratio and turnaround time for the firm are below average. The HR director carefully reviews the current recruiting strategies and decides to begin a search for a primary vendor partner for recruitment services. The HR director sets a goal to present a list of finalists with a final recommendation at the next quarterly executive leadership meeting. With the decision made to begin a search for a new primary vendor partner for recruitment services, which next step should the HR director take?

It will build goodwill in the community. Rationale The most immediate result of the organization's participation will be the goodwill that it builds in the community. This type of publicity can be more valuable than that generated by an advertising campaign.

A program pairs at-risk youth with corporate mentors. Which is the primary advantage to an organization participating in the program?

Establish softer systems including mentoring programs and alumni networks. Rationale Softer systems used for knowledge retention include meetings and other activities that take place to share knowledge and help people connect with one another. Actions such as job sharing, cross-training, mentoring, Internet messaging, and alumni networks are also examples of softer systems.

A significant number of account relationship managers in customer service have identified their desire to retire in the next 18 to 24 months. Which solution offers the best opportunity to retain tacit knowledge that may be lost as these employees retire?

How much warning the organization would have if the event occurred Rationale The amount of warning or the speed of onset can help those working on risk management strategies to prepare adequate responses. Cost and effectiveness of responses can be studied after risks are thoroughly analyzed. Industry-specific risks should already have been identified.

An HR manager has identified the probability of occurrence of a particular risk event and the outcomes if the event should occur. Which other factor should the manager consider?

Request an immediate meeting with the responsible manager to discuss the concerns about this decision and explore options to resolve the problem.

An HR manager is scheduled to receive a salary merit increase that is significantly above average compared to peers in similar positions. The employee's manager decides to implement the increase but fails to consult the corporate compensation function, who reviews such decisions. The increase is effective in the next performance cycle. The manager has not notified the employee. The issue arises during the annual salary merit review and performance appraisal process. All employees are reviewed for possible merit increases in accordance with merit budget guidelines and applicable compensation policy. Each manager is expected to comply with the guidelines before communicating salary increase decisions to employees. Should the merit increase be implemented, it will create a negative salary equity impact based on race, gender, length of service, and scope of responsibilities of other HR managers. In the context of HR policy and practice, this action reflects a poor management decision, lacking the collegial and collaborative behavior expected of senior managers at this level. The senior manager of corporate compensation is a member of the HR leadership team and is responsible for the application of compensation policy. His team identifies this issue and is awaiting instructions on how to proceed. Which immediate step should the senior manager take to address his team's concerns?

Send an e-mail to the manager, copying the CEO and the supervisor, explaining that a meeting is critical.

An HR professional works as a human capital consultant for a management consultancy group and is discovering the challenges of consultancy. His contact in his engagement is the client's HR manager. The consultant has been given authority to set up private meetings with individuals he wants to talk to. The list includes the HR manager. The consultant has been trying to speak with this person for a week, but the manager seems to be avoiding him. The consultant has sent the manager an e-mail reminding him of the deadline for the consultant's report for the company president and board of directors. Now the consultant has only two days to complete the report. The consultant must also speak with the CEO, who has expressed concerns to the head of the consultancy group about the consultant's experience and who does not provide much support or cooperation. The consultant has also become aware of tension between the HR manager and the CEO. He anticipates intense disagreement over the report and is correct. These two clients expect him to pick a side, which places the consultant in an uncomfortable position. Before the report can be presented, the HR manager asks the consultant to change some of the information that the consultant discovered concerning the misalignment of HR strategy with organizational strategy. As motivation, the HR manager suggests continued work for the consultant and recommendations to his HR network if the consultant complies. Which is the best approach for the consultant regarding the HR manager who is not making himself available?

Meet individually with key leadership stakeholders, starting with the CEO's direct reports and other designated leaders.

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for 15 plus years. The company has just over 1,500 employees. It has sustained double-digit growth for the past four years and owns 80% of this specialized market. Based on this growth, employees have received on average a 6% increase, exceeding local wage increase rates. Over the past year, the employee turnover rate has increased. A majority of employees who voluntarily exited the company had received exceptional performance reviews. While there is a new competitor in the market, the competitor's starting pay rates are very similar. A recently hired HR manager reviews the exit interview data. The review identifies a perceived inequity in how disputes are resolved and the distribution of privileges, job duties, and performance rewards. Additionally, decreased attendance at company events indicates low engagement. The CEO believes strongly that good performers are leaving because competitors are "stealing" them; he does not believe that employees are leaving because of poor engagement. The CEO states that decreasing unwanted turnover is an immediate priority and directs the HR manager to increase entry salary rates to increase competitiveness. Despite being presented with objective data to the contrary, the CEO still believes that the new competitor is stealing employees. Which is the HR manager's best next step in garnering support to explore alternative root causes for the unwanted turnover?

Analyze exit interview information and summarize it for senior management.

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for 15 plus years. The company has just over 1,500 employees. It has sustained double-digit growth for the past four years and owns 80% of this specialized market. Based on this growth, employees have received on average a 6% increase, exceeding local wage increase rates. Over the past year, the employee turnover rate has increased. A majority of employees who voluntarily exited the company had received exceptional performance reviews. While there is a new competitor in the market, the competitor's starting pay rates are very similar. A recently hired HR manager reviews the exit interview data. The review identifies a perceived inequity in how disputes are resolved and the distribution of privileges, job duties, and performance rewards. Additionally, decreased attendance at company events indicates low engagement. The CEO believes strongly that good performers are leaving because competitors are "stealing" them; he does not believe that employees are leaving because of poor engagement. The CEO states that decreasing unwanted turnover is an immediate priority and directs the HR manager to increase entry salary rates to increase competitiveness. How should the HR manager approach analyzing the internal equity concerns discovered from the exit interviews?

Engage the legal department to determine the next steps and be prepared to execute planned actions.

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for 15 plus years. The company has just over 1,500 employees. It has sustained double-digit growth for the past four years and owns 80% of this specialized market. Based on this growth, employees have received on average a 6% increase, exceeding local wage increase rates. Over the past year, the employee turnover rate has increased. A majority of employees who voluntarily exited the company had received exceptional performance reviews. While there is a new competitor in the market, the competitor's starting pay rates are very similar. A recently hired HR manager reviews the exit interview data. The review identifies a perceived inequity in how disputes are resolved and the distribution of privileges, job duties, and performance rewards. Additionally, decreased attendance at company events indicates low engagement. The CEO believes strongly that good performers are leaving because competitors are "stealing" them; he does not believe that employees are leaving because of poor engagement. The CEO states that decreasing unwanted turnover is an immediate priority and directs the HR manager to increase entry salary rates to increase competitiveness. Information gained through the HR manager's professional network affirms that competitors are taking action to lure employees away from the company, promising to pay bonuses in six months. Which is the HR manager's next course of action?

Conduct one-to-one interviews with strategically selected high-performing employees

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for 15 plus years. The company has just over 1,500 employees. It has sustained double-digit growth for the past four years and owns 80% of this specialized market. Based on this growth, employees have received on average a 6% increase, exceeding local wage increase rates. Over the past year, the employee turnover rate has increased. A majority of employees who voluntarily exited the company had received exceptional performance reviews. While there is a new competitor in the market, the competitor's starting pay rates are very similar. A recently hired HR manager reviews the exit interview data. The review identifies a perceived inequity in how disputes are resolved and the distribution of privileges, job duties, and performance rewards. Additionally, decreased attendance at company events indicates low engagement. The CEO believes strongly that good performers are leaving because competitors are "stealing" them; he does not believe that employees are leaving because of poor engagement. The CEO states that decreasing unwanted turnover is an immediate priority and directs the HR manager to increase entry salary rates to increase competitiveness. The HR manager should take which additional action to identify conditions that are creating the unwanted turnover?

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

At an organization with 3,500-plus full-time employees, annual benefits enrollment is done manually on paper documents, which are reviewed, audited, and then uploaded into the HRIS benefits program. This manual process takes approximately 30 to 45 days. The HR director provides staff not trained in benefits for the data entry phase when overtime is required, resulting in a 20% to 30% data entry error rate each year, with slow response times for corrections. These manual processes are in place because the former benefits manager was uncomfortable implementing new computer programs. Since the organization has a shared database and a majority of the employees have computer access at their desks, a newly hired HR benefits manager suggests activation of an employee self-service (ESS) online enrollment process in the HRIS. The executive team approves this suggestion for full implementation within the next 14 months. The new ESS process should result in a significant reduction in errors, a faster customer service response time, and a shorter budget reconciliation period. The new benefits manager develops a plan to implement the ESS program within 12 months, but the HR director insists on implementation at the start of the next enrollment period, which is less than five months away, in spite of the manager's objections. Consequently, a larger number of benefit errors show up during the year following implementation. How best can the new HR benefits manager accurately assess the success of the ESS program?

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

At an organization with 3,500-plus full-time employees, annual benefits enrollment is done manually on paper documents, which are reviewed, audited, and then uploaded into the HRIS benefits program. This manual process takes approximately 30 to 45 days. The HR director provides staff not trained in benefits for the data entry phase when overtime is required, resulting in a 20% to 30% data entry error rate each year, with slow response times for corrections. These manual processes are in place because the former benefits manager was uncomfortable implementing new computer programs. Since the organization has a shared database and a majority of the employees have computer access at their desks, a newly hired HR benefits manager suggests activation of an employee self-service (ESS) online enrollment process in the HRIS. The executive team approves this suggestion for full implementation within the next 14 months. The new ESS process should result in a significant reduction in errors, a faster customer service response time, and a shorter budget reconciliation period. The new benefits manager develops a plan to implement the ESS program within 12 months, but the HR director insists on implementation at the start of the next enrollment period, which is less than five months away, in spite of the manager's objections. Consequently, a larger number of benefit errors show up during the year following implementation. How can the new benefits manager determine the accuracy and quality of the benefits data that was manually uploaded into the HRIS benefits program during the former enrollment period?

Provide employees with access to the ESS training 24/7 and create an updated frequently asked questions page. Rationale Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

At an organization with 3,500-plus full-time employees, annual benefits enrollment is done manually on paper documents, which are reviewed, audited, and then uploaded into the HRIS benefits program. This manual process takes approximately 30 to 45 days. The HR director provides staff not trained in benefits for the data entry phase when overtime is required, resulting in a 20% to 30% data entry error rate each year, with slow response times for corrections. These manual processes are in place because the former benefits manager was uncomfortable implementing new computer programs. Since the organization has a shared database and a majority of the employees have computer access at their desks, a newly hired HR benefits manager suggests activation of an employee self-service (ESS) online enrollment process in the HRIS. The executive team approves this suggestion for full implementation within the next 14 months. The new ESS process should result in a significant reduction in errors, a faster customer service response time, and a shorter budget reconciliation period. The new benefits manager develops a plan to implement the ESS program within 12 months, but the HR director insists on implementation at the start of the next enrollment period, which is less than five months away, in spite of the manager's objections. Consequently, a larger number of benefit errors show up during the year following implementation. Which is the best approach for the HR benefits manager to take to ensure that the employees and other stakeholders of the organization continue to support the ESS program?

Encourage employee participation in a pilot program. Rationale Stakeholder buy-in is critical for success. It involves employees in the organizational effectiveness and development process. People support what they help create. Encouraging stakeholders to participate in a pilot program provides them with another opportunity to stay involved with the program and gives them a sneak peek at the program content. They will then be able to communicate the benefits of the program to the rest of the organization and, in effect, assist with the internal marketing campaign. They can also provide feedback on the design and content of the program.

HR creates a program to increase employee engagement. Which is the best method to generate organizational support?

Assessment Rationale Assessment allows the organization to determine where it currently is at with CSR and what is lacking.

HR has determined that it is necessary to implement a corporate social responsibility (CSR) strategy. Leadership has already committed to the idea. What is the next step?

Majority backlash from parents of students who are not at risk Rationale Because this is a targeted effort to attract at-risk students, students who are not at risk will not qualify, and their parents may feel that their children should not be excluded from the benefits of this initiative. Since at-risk students are the target audience, similarity bias doesn't apply; neither does bias-based exclusion. Although students (rather than parents) might engage in "covering" behavior, it is not the dynamic most likely to work against this initiative.

In a targeted effort to attract more diverse talent, a global organization is sponsoring after-school training that prepares any at-risk student for entry-level internships. Which potential dynamic is the most likely to work against this initiative?

By supporting employees in developing and defining team needs Rationale Organizational effectiveness and development interventions aimed at teams or units are often triggered by reports of poor performance. The causes may include high levels of unresolved conflict within the team, poor leadership, and poor communication. Teamwork produces success in quality management. This teamwork requires supervisors to create a more participative work environment. HR can provide support by empowering employees to develop and define their team decisions. The other activities are ongoing HR management processes.

In addition to initiating a new quality management program, a company is planning to simultaneously implement a workshop to increase employee buy-in and a customer service pilot program. How can HR best support these initiatives?

Consider scheduling a screening interview. Rationale It is a warning sign when an applicant takes too much credit for a team project. However, rather than automatically rejecting the applicant, HR should consider a screening call to clarify the red flag.

In his curriculum vitae (CV), a well-qualified applicant takes a lot of credit for team initiatives. Which is the most appropriate action for HR to take?

Identify influential managers and discuss decisions and milestones with them as the project proceeds. Rationale It is critical to a project's success to keep key stakeholders informed as a project proceeds about issues and decisions and to invite their feedback. This helps build internal customer satisfaction with and acceptance of the final product. These key stakeholders can become champions for the MSS product. The survey probably did not yield a representative sample of key manager stakeholders, so focusing stakeholder management activities on them will not be enough to ensure stakeholder needs and expectations are met. Stakeholders do not have to be active members of a project; they need to be informed and consulted.

In order to customize a manager self-service (MSS) product, the HR director asked managers to complete an online survey about their needs. How can the HR director make sure the managers will support the final product when it is launched

Appropriate distribution of overall ratings connected to business success

Scenario A global, 10,000-employee, performance-driven manufacturing company recently instituted a major cultural shift with the board's announcement of a new CEO. The CEO outlined a revitalized focus on performance and productivity, including an update to the 100-year-old company's culture, vision, and values. The CEO tasks a newly hired chief human resources officer (CHRO) with developing a new performance management system aligned to these changes. The CHRO researches the history of the company's performance management system and discovers that, although employees have usually achieved individual targets, the company has not hit its overall performance and financial targets even once. The CHRO determines that significant elements in a new performance management system would be stronger management capabilities and increased individual accountability. After careful analysis, the CHRO recommends an approach. The CHRO believes that this new system will create a way to differentiate performance among employees at all levels as well as identify high-potential future leaders. It also creates a way to identify poor performers, giving the company an approach to close performance gaps through various developmental activities. Finally, the new performance system will bring transparency to the way employees are evaluated. Which long-term success measure should the CHRO use in reporting to the senior leadership team regarding the new performance management system?

Clarify and explore with the CFO the issues and implications of expensing any purchased personal items relative to the company's code of conduct.

Scenario The president of a global automotive business headquartered in the U.S. is conducting annual global all-employee meetings. The president travels with the executive staff, which includes the chief financial officer (CFO), the chief HR officer (CHRO), and the chief technology officer (CTO), to all the factories around the world to deliver key messages to the employees. The employees gather in large meeting rooms for the presentations, which focus mainly on successes from the past year and priorities for the new year, followed by a question-and-answer session. The president delivers most of the presentation, the CHRO presents on employee engagement and development initiatives, the CFO presents on the financials, and the others participate in the question-and-answer session. Within a two-week period, they travel to meetings in China, Malaysia, Ireland, and several large U.S. sites. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization. While on the trip, the president and the executive staff take advantage of the opportunity to do some sightseeing in China. They visit the Great Wall and the Forbidden City and go shopping for silk. The CHRO overhears the CFO telling the CTO to expense the personal purchases. Which is the best action for the CHRO to take regarding the comment she overheard?

Decline the offer, saying that it would be unethical, and report it to the CEO and his supervisor.

Scenario An HR professional works as a human capital consultant for a management consultancy group and is discovering the challenges of consultancy. His contact in his engagement is the client's HR manager. The consultant has been given authority to set up private meetings with individuals he wants to talk to. The list includes the HR manager. The consultant has been trying to speak with this person for a week, but the manager seems to be avoiding him. The consultant has sent the manager an e-mail reminding him of the deadline for the consultant's report for the company president and board of directors. Now the consultant has only two days to complete the report. The consultant must also speak with the CEO, who has expressed concerns to the head of the consultancy group about the consultant's experience and who does not provide much support or cooperation. The consultant has also become aware of tension between the HR manager and the CEO. He anticipates intense disagreement over the report and is correct. These two clients expect him to pick a side, which places the consultant in an uncomfortable position. Before the report can be presented, the HR manager asks the consultant to change some of the information that the consultant discovered concerning the misalignment of HR strategy with organizational strategy. As motivation, the HR manager suggests continued work for the consultant and recommendations to his HR network if the consultant complies. How should the consultant respond to the HR manager's offer regarding changes to the report?

Remain neutral, identifying the advantages and disadvantages of each position, and encourage consensus.

Scenario An HR professional works as a human capital consultant for a management consultancy group and is discovering the challenges of consultancy. His contact in his engagement is the client's HR manager. The consultant has been given authority to set up private meetings with individuals he wants to talk to. The list includes the HR manager. The consultant has been trying to speak with this person for a week, but the manager seems to be avoiding him. The consultant has sent the manager an e-mail reminding him of the deadline for the consultant's report for the company president and board of directors. Now the consultant has only two days to complete the report. The consultant must also speak with the CEO, who has expressed concerns to the head of the consultancy group about the consultant's experience and who does not provide much support or cooperation. The consultant has also become aware of tension between the HR manager and the CEO. He anticipates intense disagreement over the report and is correct. These two clients expect him to pick a side, which places the consultant in an uncomfortable position. Before the report can be presented, the HR manager asks the consultant to change some of the information that the consultant discovered concerning the misalignment of HR strategy with organizational strategy. As motivation, the HR manager suggests continued work for the consultant and recommendations to his HR network if the consultant complies. How should the consultant respond when the HR manager and the CEO demand that he back one or the other?

Question the CEO closely on her issues, and summarize her understanding of the specifics of the complaint before taking action.

Scenario An HR professional works as a human capital consultant for a management consultancy group and is discovering the challenges of consultancy. His contact in his engagement is the client's HR manager. The consultant has been given authority to set up private meetings with individuals he wants to talk to. The list includes the HR manager. The consultant has been trying to speak with this person for a week, but the manager seems to be avoiding him. The consultant has sent the manager an e-mail reminding him of the deadline for the consultant's report for the company president and board of directors. Now the consultant has only two days to complete the report. The consultant must also speak with the CEO, who has expressed concerns to the head of the consultancy group about the consultant's experience and who does not provide much support or cooperation. The consultant has also become aware of tension between the HR manager and the CEO. He anticipates intense disagreement over the report and is correct. These two clients expect him to pick a side, which places the consultant in an uncomfortable position. Before the report can be presented, the HR manager asks the consultant to change some of the information that the consultant discovered concerning the misalignment of HR strategy with organizational strategy. As motivation, the HR manager suggests continued work for the consultant and recommendations to his HR network if the consultant complies. How should the consultant's manager respond to the CEO's complaint about the consultant's proficiency?

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

The HR staff in a large multinational organization is dispersed around the globe but managed under a single HR function. The staff has different skills, varied experience levels, and a wide range of roles depending on where they work. Many HR team members feel geographically and culturally isolated because they are stationed in remote areas where the regional culture and personnel issues are very different from those of the organization's headquarters. HR staff members must increasingly rely on people in their regional offices for support during absences, audits, and escalations, because headquarters staff does not understand the local issues. The VP of HR wants to build cohesion and a sense of camaraderie among all HR staff members but has limited budget for travel. Which strategy should the VP of HR use to effectively build HR team cohesion?

Commit to the local HR manager that you will explore options and provide him with an update at the end of the month.

The president of a global automotive business headquartered in the U.S. is conducting annual global all-employee meetings. The president travels with the executive staff, which includes the chief financial officer (CFO), the chief HR officer (CHRO), and the chief technology officer (CTO), to all the factories around the world to deliver key messages to the employees. The employees gather in large meeting rooms for the presentations, which focus mainly on successes from the past year and priorities for the new year, followed by a question-and-answer session. The president delivers most of the presentation, the CHRO presents on employee engagement and development initiatives, the CFO presents on the financials, and the others participate in the question-and-answer session. Within a two-week period, they travel to meetings in China, Malaysia, Ireland, and several large U.S. sites. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization. During a one-on-one meeting with the local HR manager in Malaysia, the CHRO learns that the Malaysian management team is unhappy about global conference calls always being scheduled to accommodate regular office hours in the headquarters location, resulting in the calls being at night in Malaysia. What response should the CHRO provide to the local HR manager?

Talk with the CTO privately about the impact of the behavior, express concern, and be open to discussing the employee assistance program.

The president of a global automotive business headquartered in the U.S. is conducting annual global all-employee meetings. The president travels with the executive staff, which includes the chief financial officer (CFO), the chief HR officer (CHRO), and the chief technology officer (CTO), to all the factories around the world to deliver key messages to the employees. The employees gather in large meeting rooms for the presentations, which focus mainly on successes from the past year and priorities for the new year, followed by a question-and-answer session. The president delivers most of the presentation, the CHRO presents on employee engagement and development initiatives, the CFO presents on the financials, and the others participate in the question-and-answer session. Within a two-week period, they travel to meetings in China, Malaysia, Ireland, and several large U.S. sites. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization. While on the trip, the CHRO notices that the CTO consumes three to four alcoholic drinks every evening when they all go to dinner. By the middle of the first week, the CTO oversleeps and keeps everyone waiting in the morning and then nods off during the all-employee meeting in Ireland. Which is the best action for the CHRO to take regarding this situation?

After this presentation, provide feedback in private to increase the president's cross-cultural awareness.

The president of a global automotive business headquartered in the U.S. is conducting annual global all-employee meetings. The president travels with the executive staff, which includes the chief financial officer (CFO), the chief HR officer (CHRO), and the chief technology officer (CTO), to all the factories around the world to deliver key messages to the employees. The employees gather in large meeting rooms for the presentations, which focus mainly on successes from the past year and priorities for the new year, followed by a question-and-answer session. The president delivers most of the presentation, the CHRO presents on employee engagement and development initiatives, the CFO presents on the financials, and the others participate in the question-and-answer session. Within a two-week period, they travel to meetings in China, Malaysia, Ireland, and several large U.S. sites. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization. Midway through the first week of the global trip, during the all-employee meeting in Ireland, the CHRO notices that the president is using a lot of U.S. college sports analogies in the presentation. What recommendation should the CHRO immediately provide to the president regarding the use of U.S. college sports analogies?

Management repeatedly delays providing the union with contract-related information. Rationale Most labor laws require that both employer and union participate in contract negotiations, which involves providing information that the other side needs to develop and assess bargaining positions. Employers are allowed to discuss their positions on unionization with employees and to meet with union management. A wildcat strike, unauthorized by the union, may violate a contract; it may or may not violate a labor law.

What situation illustrates an employer unfair labor practice?

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

The president of a global automotive business headquartered in the U.S. is conducting annual global all-employee meetings. The president travels with the executive staff, which includes the chief financial officer (CFO), the chief HR officer (CHRO), and the chief technology officer (CTO), to all the factories around the world to deliver key messages to the employees. The employees gather in large meeting rooms for the presentations, which focus mainly on successes from the past year and priorities for the new year, followed by a question-and-answer session. The president delivers most of the presentation, the CHRO presents on employee engagement and development initiatives, the CFO presents on the financials, and the others participate in the question-and-answer session. Within a two-week period, they travel to meetings in China, Malaysia, Ireland, and several large U.S. sites. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization. While the president is presenting to a room full of factory associates in Tianjin, China, the CHRO notices that many of the associates are whispering to each other. The president appears flustered. What action should the CHRO take to understand the reason for the employees' behavior?

Protecting the integrity and security of the organization's information Rationale Since HR generally controls the code of conduct, employee policies and handbooks, and new employee orientation, HR is in a good position to communicate the need for data security and policies to uphold security. IT or procurement will enforce purchasing guidelines, although HR is responsible for its own compliance with the guidelines. Managing investment in the infrastructure is beyond HR's expertise. Identifying key business processes should involve all functions, although HR could provide expertise in consultation.

What information technology (IT) priority is HR in a good position to support?

Shared services model Rationale In a shared services model, each business unit can supplement its resources by selecting what it needs from a menu of HR services (usually transactional) that the units agree to share.

What is the name of Ulrich and Brockbank's alternative structural model that is frequently used in organizations with multiple business units?

Senior HR leadership contributes to the development of organizational strategy, advising the organization on the human capital implications of strategic decisions. Rationale HR leadership interacts directly with executive management, contributing to the development of organizational strategy and advising the organization on the human capital implications of strategic decisions.

What role does senior HR leadership play as part of the executive management team?

Comprehensive employee database Rationale A build of a human capital analytics application (analytical software designed to solve people and productivity problems) should begin with a comprehensive employee database for tracking skills and performance. The other items are important, but the employee database is primary since it is the foundation from which the others are developed.

What should a progressive build of an application to analyze an organization's human capital begin with?

Building a common organizational culture Rationale In a global integration strategy, building a common organizational culture is an important step for standardizing people, processes, and performance.

What should be the focus of HR in an organization pursuing a global integration strategy

Managers at the acquired company may be reluctant to discuss skill deficiencies candidly. Rationale In an organization with a high power distance culture, employees are conscious of power structures. Managers may be reluctant to discuss their skill deficiencies for fear of losing respect and power. Individuals may be reluctant to share skill deficiencies for fear of losing respect. Employees are unlikely to challenge performance evaluations or participate in focus groups. While individuals expect to be consulted in low power distance societies, those in high power distance cultures would prefer to simply be told what to do.

What will a global HR professional discover when completing a workforce management plan of a low power distance organization that has acquired a high power distance organization? Answers

Act in the best interest of the employee. Rationale A fiduciary duty implies a legal obligation of the employer to act in the best interest of the employee.

When administering a retirement plan, how can an HR benefits manager best fulfill her fiduciary responsibility?

Employees in some cultures may not participate fully. Rationale There are challenges to implementing policies across a diverse organization, including remaining aware that the organization's cultural assumptions may not be universally shared.

When implementing a policy to allow employees to participate on management committees in each of a company's global locations, which outcome should most be considered?

Weigh the cost savings against the risk factors. Rationale Identifying potential risks and analyzing the costs of the occurrence of those risks are two parts of the due diligence process.

Which action should HR recommend to ensure due diligence in the outsourcing process?

Reevaluating current measures and then determining what changes may be needed based on internal and external factors Rationale Since new or evolving strategies may require new types or levels of performance, targets for measurement should be reviewed regularly and revised as needed. This is the primary purpose of adding the E (evaluated) and R (revised) components to the SMART acronym, thus making it SMARTER. Additionally, only strategically significant aspects of performance should be measured to avoid being overwhelmed with data. Measures should be mindful of both past and future performance, and data should be shared to stimulate performance improvement.

Which approach should HR take to measure organizational performance, identifying strategic aspects while avoiding being overwhelmed by data?

The compliance program ensures understanding and adherence to the code of conduct. Rationale Key to good governance are developing organizational standards for behavior, communicating principles and standards throughout the organization, and training managers and employees in how to apply these standards to common work-related situations. The foundation for this is the code of conduct, which forms the basis of the organization's specific policies and procedures regarding compliance and ethical issues. The compliance program, in turn, proactively ensures that all members of the organization understand and adhere to the code of conduct and are able to apply it to new situations and issues as they arise.

Which best describes the impact of an organization having both a code of conduct and a compliance program?

Principled Rationale Principled negotiation aims to create win-win solutions that are based on the negotiators' needs. It avoids taking hard positions in favor of developing trust and mutual understanding. This is consistent with most global definitions of leaders as honest, interested in learning other perspectives, and committed to problem solving rather than winning.

Which form of negotiation is most consistent with the leadership characteristics found to be effective in global settings?

Strategies must include agreements with local workforce groups. Rationale Downstream strategies allow for decision making at a local level rather than at headquarters.

Which is an implication of a downstream strategy for global HR?

Cross-sectional committee Rationale According to Bob Kelleher, effective management of employee survey projects includes establishing a cross-sectional committee to review overall company results and to make recommendations to management.

Which is the best approach for an HR director to select for managing an employee survey project?

Using multiple measures to ensure reliability Rationale By using several data-gathering techniques, the weaknesses of one technique can be minimized and a more reliable and accurate representation of the candidate can be obtained.

Which is the best approach for gathering information about prospective candidates?

Determine the probability and impact of potential losses Rationale In conducting a risk analysis, the basic tool is the risk equation. The risk level equals the probability of occurrence times the magnitude of impact. Analysing previous incidents may help identify trends, but doesn't necessarily focus on risk avoidance. Tracking inventory losses and proprietary data is only applicable in organizations where those things would be top tier issues. Engaging an outside firm could be beneficial, but no guarantee the outside firm would be more or less successful than an internal review process

Which is the best approach for providing a company with a cost-efficient, comprehensive risk-focused security strategy?

Develop and schedule a culture assessment. Rationale When considering a cultural intervention, the first step is to describe the current culture. This information would be obtained by conducting a culture assessment of the entire enterprise.

Which is the best course of action to first take when implementing a cultural transformation initiative?

Solicit support from top management. Rationale While all of the options are appropriate steps to take, the most important issue is gaining top management support. HR needs management involvement to get and keep the resources necessary to implement the effort, and employees need to see that management supports the effort.

Which is the first step HR should take to address a trend of work-related injuries, absenteeism and substance abuse?

Creating redundancy in how records are stored. Rationale One of the most critical aspects of an employment records policy-besides accessibility, security, integrity, accuracy, and the ability to audit-is data redundancy or the secure and current backup of data, onsite and/or offsite. There is no inherent reason why paper records cannot continue to be utilized offsite storage is acceptable if the vendor and/or location has a robust security system in place. Employee data will continue to be collected, although its collection must be justified to comply with data practices regulations.

Which is the most important consideration in developing a records retention policy?

How relevant the survey is to the organization's industry Rationale While it is important to ensure the survey used has an adequate sample size and job details to effectively compare the organization's compensation to the market, the results will not be useful if the survey is not relevant to the organization's specific industry. Job titles often vary between organizations making them potentially ineffective for market rating compensation.

Which is the most important factor a compensation director should consider when determining external pay surveys to use for a market rate analysis of compensation?

Communication and consultation; monitoring and review Rationale Communication and consultation and monitoring and review are ongoing activities that are core to the continuous improvement of the risk management process.

Which of these are activities in the International Organization for Standardization (ISO) risk management process?

Online social networks and blogs Rationale Online sites can effectively expand an organization's talent database, extend the employment brand, and help in acquiring top talent.

Which recruiting source would be the most effective way to extend the employment brand for a global enterprise?

Individual leave duration during a single 12-month period Rationale A non-military-related family member's leave entitles an eligible employee to no more than 12 workweeks of care giving leave in any given FMLA leave year. A covered family member's military-related leave entitles an eligible employee to as many as 26 workweeks of FMLA leave for care giving purposes in a single 12-month period.

Which reflects a fundamental difference between Family and Medical Leave Act (FMLA) leave granted to care for a non-military-related family member and military caregiver leave?

Span of control. Rationale Spans of control that are too large, can slow organizational productivity, making it difficult for supervisors to make needed decisions quickly and efficiently. Chain of command refers to the line of authority. Layers of hierarchy refers to the ratio of direct to indirect employees, and decision-making authority refers to how decisions are made in the organization and levels of authority.

Which structural characteristic should an HR director evaluate when productivity has not grown with an increase in the workforce?

Using more sophisticated candidate search algorithms Rationale Using more sophisticated algorithms for candidate searching will allow recruiters to focus on the most qualified applicants for each position.

Which technology improvement enables a company to more effectively compete for talent?

International assignee Rationale "International assignee" is a term for an employee who is reassigned to an international location. "Expatriate citizen" is an incorrect term; "expatriate" refers to anyone who is not a citizen of the country in which they reside. A home-country employee would be any employee who works for the home-country organization regardless of country. The term "foreign appointee" does not indicate reassignment to an international jurisdiction.

Which term refers to an employee who is reassigned to an international jurisdiction?

Structural, cognitive, cultural Rationale The primary barriers are structural, cognitive, and cultural. Organizations are generally structured in a silo fashion and respond operationally rather than strategically. Breaking through cognitive barriers requires imagination and openness to change. Cultural barriers involve what types of mindsets are sought and rewarded.

Which type of barriers to risk management would you find in an organization?

They provide a basis for job-related performance standards. Rationale Job descriptions provide written definitions of jobs for employees. They establish standards that help to assess employee performance, specifying how the incumbent performing a job will be evaluated against goals, objectives, and organizational performance factors.

Why are well-written, accurate, and current job descriptions important?