Leadership & Navigation Test Questions

After the merger of two business entities, the new vice president (VP) of HR holds a staff meeting and tells the group that the organization now has six active vacation policies. This was identified during due diligence, but the leaders determined that it did not affect the ultimate decision to merge and that the matter should be addressed post-merger. That time has come, and the VP of HR would like the benefits managers to develop a plan with recommendations. Each policy has slightly different criteria and provisions. As a result of post-merger restructuring, it is possible for all six policies to be in effect in a single department or location. Harmonizing the policies will invariably benefit some employees and hurt others. The benefits managers need to decide if the organization should try to harmonize the policies from the merged entities or let them continue to coexist. The VP of HR adds another complication. The leadership of the two entities has been merged "on paper," but there is still a lot of struggling behind the scenes to establish or increase power and influence. The VP of HR would like it if the team could avoid making this issue an opportunity for a proxy power struggle. The team decides to hold focus groups with employees currently covered by the different policies. What should the team do to ensure that this is a productive tactic? A. Conduct mixed but balanced focus groups with a trained facilitator. B. Conduct separate focus groups for employees covered by the existing policies, asking for comments on their own current policies. C. Limit the amount of unstructured discussion so as not to encourage conflict. D. Share the plan that will most likely be implemented.

A. Conduct mixed but balanced focus groups with a trained facilitator.

A business case to move to the cloud for information storage and enhanced web-based software has been approved by the senior leadership team. This will represent a major cultural and process shift for the organization, and, to assist with this, a transition plan has been communicated. The plan allows for a short period of transition, where paper files will continue alongside electronic files as use of the cloud software expands. The new technology also supports the ability for employees to work from home. Due to the nature of the work the company produces, teams are an integral part of the company culture. Leadership has assumed that teams will be able to work in the virtual world as easily as they do in person. The virtual world implementation is planned to begin following the successful implementation of the cloud storage procedures. To move to this future state, employees are told they cannot keep any company files or information on their own devices. In addition, employees are informed that they cannot take company information home in paper format. The organization leaves it to individual supervisors to communicate the change to their direct reports. Six months have passed since the implementation, and some employees continue to do the double work of maintaining both electronic and paper copies of documents and, in some cases, they are maintaining only paper files. The company has noticed a decrease in morale, and deadlines are being missed. What action should HR have taken prior to implementation of the virtual world to support the sustainability of the virtual environment? A. Conducting training for team members on how to work in a virtual environment B. Mandating supervisors to train their employees on how to work in a virtual environment C. Providing a platform where the teams could meet and discuss concerns D. Eliminating virtual teams, as they are not really sustainable in the long term

A. Conducting training for team members on how to work in a virtual environment

An organization with multiple locations across the United States and parts of western Europe wants to increase the diversity of its sales force to better reflect its customer base, which is quite diverse in terms of its racial, gender, and ethnic demographics. Their goal of promoting diversity has been moderately successful so far. However, senior leaders and the board of directors are becoming increasingly concerned about whether they are in the best position to compete for top talent. The organization also wants to better understand employee satisfaction from a diversity perspective and is analyzing its employee engagement survey results. The VP of HR considers engaging an external diversity consultant to assist in devising a new diversity strategy that will be different from the organization's traditional approach to diversity. The primary goal is to integrate this diversity and inclusion strategy with the human resources component of the organization's strategic plan in order to better position the organization as an employer of choice. The secondary goal is to clearly articulate the role of the employees and managers and how they assist in implementing the strategy. Which action should the VP of HR take to begin advancing the diversity and inclusion strategy for the organization? A. Develop a comprehensive business case to elicit support from senior leadership and other key stakeholders. B. Seek advice from legal counsel to advance the strategy from a compliance perspective. C. Advance a diversity and inclusion strategy by eliciting only board support for the proposed strategy. D. Delegate the responsibility for developing the diversity and inclusion strategy to the HR director.

A. Develop a comprehensive business case to elicit support from senior leadership and other key stakeholders.

A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer's description of "high" turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled. The organization's business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be "don't let warm bodies get away." The HR manager's orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints. Senior management was accustomed to an HR department that completed transactional processes and was seen as representing employees when discussions of benefits or compensation were held. Which of the following should the new HR manager do to get buy-in for organizational change in the way it manages its employees? A. Ensure alignment between the HR strategies and the organizational business strategy. B. Develop KPIs for the HR department that measure employee satisfaction. C. Provide a balanced scorecard for HR activities that demonstrates the contribution HR is making to the organization. D. Design a benefits and compensation survey to benchmark current practices.

A. Ensure alignment between the HR strategies and the organizational business strategy.

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

A. HR should inform the president of the issue and partner with her on the next steps for corrective action.

The administrative assistant to the vice president of operations confides in the HR manager that the VP has been making inappropriate advances that have been getting progressively more forward and aggressive. This has made the administrative assistant uncomfortable, and now she wants to find a new position in the organization. The administrative assistant and the HR manager are long-time personal friends, and this information is shared with the HR manager outside of the work environment, on personal time. While the HR manager informs the administrative assistant that she should bring a formal complaint, the administrative assistant is very clear that she is sharing this information as a friend. She does not want to file a formal complaint out of fear of retaliation. Instead, she asks the HR manager to help her find a new role so that she can quietly leave her current position without creating trouble for the VP, the organization, or herself. The VP of operations has been identified as one of the top two possibilities to succeed the current CEO. The VP of HR receives a letter from the attorney of a different employee that charges the VP of operations and the organization with unlawful harassment. Which is the best first course of action the HR VP should take? A. Notify the CEO and the organization's attorney, asking to meet to determine appropriate next steps. B. Initiate the investigation by gathering all the facts about the unlawful harassment claim. C. Independently speak to the VP of operations and ask if there is any merit to the claim of unlawful harassment. D. Terminate the VP of operations' employment immediately in order to mitigate any further risks.

A. Notify the CEO and the organization's attorney, asking to meet to determine appropriate next steps.

A vice president (VP) of HR has responsibility for multiple manufacturing sites and is responsible for teams of HR managers and generalists that support each location. All locations operate seven days a week, 24 hours a day. These teams cover all shifts, providing support. Each location is in the process of rolling out updated policies, including enhancements to the company's progressive disciplinary process and an ethics policy that focuses on commitment to mutual respect, ethical decision making, and integrity. One day, after the VP of HR has left her office, she receives a call from a site HR generalist. The generalist tells the VP that when he returned from his dinner break, the HR office appeared to have been ransacked. Books were thrown on the floor, and name tags were torn off doors and thrown into the trash. The generalist also reports that when security checked the cameras, they reached the conclusion that the site HR manager had done the damage and then had left the facility. The VP knows that the site HR manager has a volatile personality and has been counseled about it previously. The VP also has recently discovered that the manager has been drinking routinely after work and wonders if the ransacking of the office occurred when the manager returned to the office after a drinking session. What steps should the VP of HR take to address the condition of the HR office? A. Work with the second shift HR generalist to clean up the damage and destruction of the HR office. B. Leave the office as is so everyone can see it when they arrive the next day. C. Demand that the HR manager return and clean up the HR area. D. Request employees from the site and ask for their help with cleaning up the office.

A. Work with the second shift HR generalist to clean up the damage and destruction of the HR office.

An organization with multiple locations across the United States and parts of western Europe wants to increase the diversity of its sales force to better reflect its customer base, which is quite diverse in terms of its racial, gender, and ethnic demographics. Their goal of promoting diversity has been moderately successful so far. However, senior leaders and the board of directors are becoming increasingly concerned about whether they are in the best position to compete for top talent. The organization also wants to better understand employee satisfaction from a diversity perspective and is analyzing its employee engagement survey results. The VP of HR considers engaging an external diversity consultant to assist in devising a new diversity strategy that will be different from the organization's traditional approach to diversity. The primary goal is to integrate this diversity and inclusion strategy with the human resources component of the organization's strategic plan in order to better position the organization as an employer of choice. The secondary goal is to clearly articulate the role of the employees and managers and how they assist in implementing the strategy. Which is the best rationale the VP of HR should share with organizational leaders to encourage them to support the creation of a diversity council? A. A diversity council plays a strategic role, since it's a voluntary group of employees who share a particular diversity dimension. B. A diversity council ensures alignment with the organization's core business strategies, identifies obstacles, enhances communication, and recommends actions. C. A diversity council complies with legislated mandates; otherwise, it has no real strategic role. D. A diversity council's only responsibility is to set priorities for a diversity and inclusion initiative.

B. A diversity council ensures alignment with the organization's core business strategies, identifies obstacles, enhances communication, and recommends actions.

After the merger of two business entities, the new vice president (VP) of HR holds a staff meeting and tells the group that the organization now has six active vacation policies. This was identified during due diligence, but the leaders determined that it did not affect the ultimate decision to merge and that the matter should be addressed post-merger. That time has come, and the VP of HR would like the benefits managers to develop a plan with recommendations. Each policy has slightly different criteria and provisions. As a result of post-merger restructuring, it is possible for all six policies to be in effect in a single department or location. Harmonizing the policies will invariably benefit some employees and hurt others. The benefits managers need to decide if the organization should try to harmonize the policies from the merged entities or let them continue to coexist. The VP of HR adds another complication. The leadership of the two entities has been merged "on paper," but there is still a lot of struggling behind the scenes to establish or increase power and influence. The VP of HR would like it if the team could avoid making this issue an opportunity for a proxy power struggle. Given the sensitive nature of the issue and the recent nature of the merger, what approach does the HR team need to implement to communicate changes to the vacation policy? A. Communicate the decision to the business leaders and request that they only e-mail the information to their employees. B. After leadership approval, directly communicate to all stakeholders the decision and the impact on them and the business. C. Include the decision and the new policy in the newsletter under the heading of ongoing merger and acquisition activity. D. Include the information about the policy in the employee handbook and on the intranet.

B. After leadership approval, directly communicate to all stakeholders the decision and the impact on them and the business.

A vice president (VP) of HR has responsibility for multiple manufacturing sites and is responsible for teams of HR managers and generalists that support each location. All locations operate seven days a week, 24 hours a day. These teams cover all shifts, providing support. Each location is in the process of rolling out updated policies, including enhancements to the company's progressive disciplinary process and an ethics policy that focuses on commitment to mutual respect, ethical decision making, and integrity. One day, after the VP of HR has left her office, she receives a call from a site HR generalist. The generalist tells the VP that when he returned from his dinner break, the HR office appeared to have been ransacked. Books were thrown on the floor, and name tags were torn off doors and thrown into the trash. The generalist also reports that when security checked the cameras, they reached the conclusion that the site HR manager had done the damage and then had left the facility. The VP knows that the site HR manager has a volatile personality and has been counseled about it previously. The VP also has recently discovered that the manager has been drinking routinely after work and wonders if the ransacking of the office occurred when the manager returned to the office after a drinking session. What is the first step the VP should take before proceeding to the factory? A. Call the HR manager to discuss the incident, conveying concern that this behavior is inconsistent with the organization's values and policies. B. Call security to notify them of her pending arrival and request to meet to review the surveillance coverage. C. Call the local police to request their presence at the site to bring forward charges of property destruction against the manager. D. Call the site general manager to inform him of the situation, advising that the HR manager will be terminated.

B. Call security to notify them of her pending arrival and request to meet to review the surveillance coverage.

An organization with multiple locations across the United States and parts of western Europe wants to increase the diversity of its sales force to better reflect its customer base, which is quite diverse in terms of its racial, gender, and ethnic demographics. Their goal of promoting diversity has been moderately successful so far. However, senior leaders and the board of directors are becoming increasingly concerned about whether they are in the best position to compete for top talent. The organization also wants to better understand employee satisfaction from a diversity perspective and is analyzing its employee engagement survey results. The VP of HR considers engaging an external diversity consultant to assist in devising a new diversity strategy that will be different from the organization's traditional approach to diversity. The primary goal is to integrate this diversity and inclusion strategy with the human resources component of the organization's strategic plan in order to better position the organization as an employer of choice. The secondary goal is to clearly articulate the role of the employees and managers and how they assist in implementing the strategy. Which action should the VP of HR take to develop performance metrics to measure the effectiveness of the diversity and inclusion strategy? A. Present a proposal to the organization's board of directors, as there is no need for in-depth research. B. Create performance metrics based on internal company data and external benchmarks. C. Research what the general standards are in order to avoid any negative attention. D. Analyze internal data and metrics that were previously used by the company.

B. Create performance metrics based on internal company data and external benchmarks.

After the merger of two business entities, the new vice president (VP) of HR holds a staff meeting and tells the group that the organization now has six active vacation policies. This was identified during due diligence, but the leaders determined that it did not affect the ultimate decision to merge and that the matter should be addressed post-merger. That time has come, and the VP of HR would like the benefits managers to develop a plan with recommendations. Each policy has slightly different criteria and provisions. As a result of post-merger restructuring, it is possible for all six policies to be in effect in a single department or location. Harmonizing the policies will invariably benefit some employees and hurt others. The benefits managers need to decide if the organization should try to harmonize the policies from the merged entities or let them continue to coexist. The VP of HR adds another complication. The leadership of the two entities has been merged "on paper," but there is still a lot of struggling behind the scenes to establish or increase power and influence. The VP of HR would like it if the team could avoid making this issue an opportunity for a proxy power struggle. A member of the HR team tells her colleagues that she has been approached by one of the business heads and pressured to support a solution that would leave the vacation policies of one of the merged entities intact. She asks advice about responding. What is the best piece of advice to give in this situation? A. Suggest she tell the VP of HR about this incident and ask that they manage this behavior. B. Explain that she has to support the best interests of the organization; however, she should work to understand the reason for the request. C. Recommend that she proactively contact the business head and request that this not happen again. D. Encourage her to transition the request to the CEO and the VP of HR because this is beyond her responsibility.

B. Explain that she has to support the best interests of the organization; however, she should work to understand the reason for the request.

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

B. Inform the employee and the manager that a complaint has been lodged and that there will be an internal investigation.

A global company benchmarks against similar companies that have recently faced costly and embarrassing cybersecurity breaches resulting in the loss of customer confidence. In response, the CEO assigns tasks to three departments: The IT department is charged with enhancing data accuracy, security, and privacy. Risk management is charged with implementing improved governance, compliance, and enforcement. HR is charged with strengthening procedures around acquisition of staff, policy creation, the code of ethics, and communication. Internally, the company must protect proprietary information and determine what limits to place on data retention and acquisition. Externally, they must also acquire competitive data and follow the law in all jurisdictions of their operations. Challenges with social media, web browsing, instant messaging, and high levels of employees traveling with their electronic devices create additional burdens. Currently, the company provides devices for all eligible employees. The three departments agree that employees must possess a work ethic, motivation, and integrity. The head of IT believes that there are three sources for recruitment, selection, and staffing: the military, college graduates with degrees in information technology, and professional hackers—skilled computer experts who use their technical knowledge to overcome a problem. In order to determine the full scope of enterprise risk that exists, which areas should HR review in an IT audit? A. Compensation structure B. Links between business and information strategy and business continuity C. Ways to reduce the amount of sensitive data that must be protected D. Reasons for the lack of outsourcing to third parties with deeper IT experience

B. Links between business and information strategy and business continuity

A business case to move to the cloud for information storage and enhanced web-based software has been approved by the senior leadership team. This will represent a major cultural and process shift for the organization, and, to assist with this, a transition plan has been communicated. The plan allows for a short period of transition, where paper files will continue alongside electronic files as use of the cloud software expands. The new technology also supports the ability for employees to work from home. Due to the nature of the work the company produces, teams are an integral part of the company culture. Leadership has assumed that teams will be able to work in the virtual world as easily as they do in person. The virtual world implementation is planned to begin following the successful implementation of the cloud storage procedures. To move to this future state, employees are told they cannot keep any company files or information on their own devices. In addition, employees are informed that they cannot take company information home in paper format. The organization leaves it to individual supervisors to communicate the change to their direct reports. Six months have passed since the implementation, and some employees continue to do the double work of maintaining both electronic and paper copies of documents and, in some cases, they are maintaining only paper files. The company has noticed a decrease in morale, and deadlines are being missed. Which is the best recommendation HR should make to ensure legal compliance and network security for employees working from home? A. Have IT block all information going to personal devices. B. Provide mandatory training for anyone who applies to work from home. C. Develop and distribute a social media policy. D. Ensure that all future employees receive information regarding the policy.

B. Provide mandatory training for anyone who applies to work from home.

A global company benchmarks against similar companies that have recently faced costly and embarrassing cybersecurity breaches resulting in the loss of customer confidence. In response, the CEO assigns tasks to three departments: The IT department is charged with enhancing data accuracy, security, and privacy. Risk management is charged with implementing improved governance, compliance, and enforcement. HR is charged with strengthening procedures around acquisition of staff, policy creation, the code of ethics, and communication. Internally, the company must protect proprietary information and determine what limits to place on data retention and acquisition. Externally, they must also acquire competitive data and follow the law in all jurisdictions of their operations. Challenges with social media, web browsing, instant messaging, and high levels of employees traveling with their electronic devices create additional burdens. Currently, the company provides devices for all eligible employees. The three departments agree that employees must possess a work ethic, motivation, and integrity. The head of IT believes that there are three sources for recruitment, selection, and staffing: the military, college graduates with degrees in information technology, and professional hackers—skilled computer experts who use their technical knowledge to overcome a problem. Which technology policies should the HR manager recommend that the company implement? A. The company must approve all personal devices the employee uses at home. B. The company can review all charges and information on a company-provided device. C. All employees must use their own electronic devices for work. D. Employees may use devices at any time.

B. The company can review all charges and information on a company-provided device.

A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer's description of "high" turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled. The organization's business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be "don't let warm bodies get away." The HR manager's orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints. What priority should the HR manager give to the unused HRIS? A. This should be a lower priority than a SWOT analysis, as the results from that analysis will help determine if it is necessary to have an HRIS. B. This should be a priority after maintaining services to the other departments. C. This should be the top HR priority, as the data available from the system will help in making better decisions on a variety of HR initiatives and cost-saving measures. D. This should be a low priority due to the time required to implement the system. With more urgent issues to be addressed, it will take several months before useful information will be available from the system.

B. This should be a priority after maintaining services to the other departments.

A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer's description of "high" turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled. The organization's business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be "don't let warm bodies get away." The HR manager's orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints. Which communication approach should the HR manager apply to address the problem of turnover? A. Collect all of the organization's written HR policies into a binder that can form the core of the new employee handbook, adding introductions and appropriate disclaimers as needed. B. Encourage the president to hold all-employee meetings to explain the organization's strategic plan. C. Develop an employment brand that will carry consistent messages from job postings, through the application process and orientation, and continuing through employment. D. Speak to the president and suggest that everyone's compensation should be increased by at least 5%.

C. Develop an employment brand that will carry consistent messages from job postings, through the application process and orientation, and continuing through employment.

An organization with multiple locations across the United States and parts of western Europe wants to increase the diversity of its sales force to better reflect its customer base, which is quite diverse in terms of its racial, gender, and ethnic demographics. Their goal of promoting diversity has been moderately successful so far. However, senior leaders and the board of directors are becoming increasingly concerned about whether they are in the best position to compete for top talent. The organization also wants to better understand employee satisfaction from a diversity perspective and is analyzing its employee engagement survey results. The VP of HR considers engaging an external diversity consultant to assist in devising a new diversity strategy that will be different from the organization's traditional approach to diversity. The primary goal is to integrate this diversity and inclusion strategy with the human resources component of the organization's strategic plan in order to better position the organization as an employer of choice. The secondary goal is to clearly articulate the role of the employees and managers and how they assist in implementing the strategy. Which action should the diversity consultant take to help the VP of HR with the creation and implementation of a successful diversity and inclusion strategy? A. Advise the VP on how to manage the six layers of diversity and avoid issues stemming from covering. B. Propose to the board that the strategy be implemented to avoid negative public perceptions. C. Partner with the VP to ensure that stakeholders actively support the diversity and inclusion strategy. D. Tell the VP of HR to predominantly focus on assimilation and not inclusion.

C. Partner with the VP to ensure that stakeholders actively support the diversity and inclusion strategy.

After the merger of two business entities, the new vice president (VP) of HR holds a staff meeting and tells the group that the organization now has six active vacation policies. This was identified during due diligence, but the leaders determined that it did not affect the ultimate decision to merge and that the matter should be addressed post-merger. That time has come, and the VP of HR would like the benefits managers to develop a plan with recommendations. Each policy has slightly different criteria and provisions. As a result of post-merger restructuring, it is possible for all six policies to be in effect in a single department or location. Harmonizing the policies will invariably benefit some employees and hurt others. The benefits managers need to decide if the organization should try to harmonize the policies from the merged entities or let them continue to coexist. The VP of HR adds another complication. The leadership of the two entities has been merged "on paper," but there is still a lot of struggling behind the scenes to establish or increase power and influence. The VP of HR would like it if the team could avoid making this issue an opportunity for a proxy power struggle. What critical first step should the benefits managers take to begin the harmonization process? A. Send an e-mail to leadership advising them of the situation. B. Independently implement a policy that seems the most reasonable. C. Perform a risk assessment of the two options: harmonize or coexist. D. Determine if the differences generate employee relations issues.

C. Perform a risk assessment of the two options: harmonize or coexist.

While applying for a job on a computer in a company's employment office, an applicant made a statement to an office staff member that there was a sticky substance on the keyboard. Later that day during an on-site interview, the same applicant complained that a rash emerged on his fingers from the sticky substance. At the end of the day, the applicant was not hired because the background screening process revealed criminal charges two years ago. Instead, the hiring manager selected a different applicant who more closely matched the needs of the position and passed the background screen. Before leaving for the day, the applicant who was not hired filed a grievance with the HR manager claiming he had not been hired because he complained during the interview of an unknown substance causing a rash on his fingers. Upon investigation, the sticky substance was identified from the observation camera to be strawberry jelly from the applicant's sandwich eaten at the desk just prior to completing the application. After the sticky substance has been identified as jelly from the applicant's sandwich, which action should the HR manager take to prevent a recurrence of this situation? A. Clean and visually inspect each workstation prior to applicant use. B. File an ISO 31000 risk management report. C. Post a sign prohibiting all applicants from eating at the workstations. D. Have a risk management officer attend and monitor the application and interview process.

C. Post a sign prohibiting all applicants from eating at the workstations.

While applying for a job on a computer in a company's employment office, an applicant made a statement to an office staff member that there was a sticky substance on the keyboard. Later that day during an on-site interview, the same applicant complained that a rash emerged on his fingers from the sticky substance. At the end of the day, the applicant was not hired because the background screening process revealed criminal charges two years ago. Instead, the hiring manager selected a different applicant who more closely matched the needs of the position and passed the background screen. Before leaving for the day, the applicant who was not hired filed a grievance with the HR manager claiming he had not been hired because he complained during the interview of an unknown substance causing a rash on his fingers. Upon investigation, the sticky substance was identified from the observation camera to be strawberry jelly from the applicant's sandwich eaten at the desk just prior to completing the application. What should the HR manager do first to address the applicant's filed grievance? A. Forward the grievance to the hiring manager who made the decision not to hire the applicant. B. Inspect the keyboard with the risk manager, collecting a sample of the sticky substance for further analysis. C. Tell the applicant his sandwich left the sticky substance on the keyboard and his complaint did not impact the hiring decision. D. Suggest that the applicant reapply for the position when the rash has cleared up.

C. Tell the applicant his sandwich left the sticky substance on the keyboard and his complaint did not impact the hiring decision.

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

D. Discuss the claim directly with the president and provide an overview of the incident, with a recommendation for holding both the manager and the senior leader accountable.

While applying for a job on a computer in a company's employment office, an applicant made a statement to an office staff member that there was a sticky substance on the keyboard. Later that day during an on-site interview, the same applicant complained that a rash emerged on his fingers from the sticky substance. At the end of the day, the applicant was not hired because the background screening process revealed criminal charges two years ago. Instead, the hiring manager selected a different applicant who more closely matched the needs of the position and passed the background screen. Before leaving for the day, the applicant who was not hired filed a grievance with the HR manager claiming he had not been hired because he complained during the interview of an unknown substance causing a rash on his fingers. Upon investigation, the sticky substance was identified from the observation camera to be strawberry jelly from the applicant's sandwich eaten at the desk just prior to completing the application. The hiring manager asks for guidance in the event an applicant challenges the results of the background screening process in the future. What should the HR manager advise the hiring manager to do if such a challenge occurs? A. Evaluate the business risk associated with hiring someone with the applicant's background screen results. B. Ask the company's legal counsel to respond to the applicant's challenge of the background screen results. C. Present the background screen results to senior management, asking them to make the final hiring decision. D. Give the applicant a copy of the results of the background screen and allow time for the applicant to provide a response.

D. Give the applicant a copy of the results of the background screen and allow time for the applicant to provide a response.

A business case to move to the cloud for information storage and enhanced web-based software has been approved by the senior leadership team. This will represent a major cultural and process shift for the organization, and, to assist with this, a transition plan has been communicated. The plan allows for a short period of transition, where paper files will continue alongside electronic files as use of the cloud software expands. The new technology also supports the ability for employees to work from home. Due to the nature of the work the company produces, teams are an integral part of the company culture. Leadership has assumed that teams will be able to work in the virtual world as easily as they do in person. The virtual world implementation is planned to begin following the successful implementation of the cloud storage procedures. To move to this future state, employees are told they cannot keep any company files or information on their own devices. In addition, employees are informed that they cannot take company information home in paper format. The organization leaves it to individual supervisors to communicate the change to their direct reports. Six months have passed since the implementation, and some employees continue to do the double work of maintaining both electronic and paper copies of documents and, in some cases, they are maintaining only paper files. The company has noticed a decrease in morale, and deadlines are being missed. HR recognizes that issues remain with implementing the new cloud storage procedures. What should HR do to help complete total migration to the cloud-based software? A. E-mail the entire company, identifying those still using paper files and offering additional training. B. Stop accepting paper files and begin the disciplinary process for those who still use them. C. Instruct the supervisors to assist their employees in using the new system. D. Identify those employees who are still using paper and set up small group training sessions.

D. Identify those employees who are still using paper and set up small group training sessions.

The administrative assistant to the vice president of operations confides in the HR manager that the VP has been making inappropriate advances that have been getting progressively more forward and aggressive. This has made the administrative assistant uncomfortable, and now she wants to find a new position in the organization. The administrative assistant and the HR manager are long-time personal friends, and this information is shared with the HR manager outside of the work environment, on personal time. While the HR manager informs the administrative assistant that she should bring a formal complaint, the administrative assistant is very clear that she is sharing this information as a friend. She does not want to file a formal complaint out of fear of retaliation. Instead, she asks the HR manager to help her find a new role so that she can quietly leave her current position without creating trouble for the VP, the organization, or herself. What action should the HR manager take in response to hearing about this harassment? A. Confront the VP of operations directly with the allegations and demand an explanation as to why he has behaved inappropriately. B. Respect the friendship with the administrative assistant, honor the request for privacy on the issue, and not take any action in response to the complaint. C. Have a follow-up discussion with the administrative assistant reassuring her of protection against retaliation and urging her to formally complain of the behavior. D. Notify the VP of HR of the allegations so that a formal investigation can begin of these allegations of harassment.

D. Notify the VP of HR of the allegations so that a formal investigation can begin of these allegations of harassment.

A global company benchmarks against similar companies that have recently faced costly and embarrassing cybersecurity breaches resulting in the loss of customer confidence. In response, the CEO assigns tasks to three departments: The IT department is charged with enhancing data accuracy, security, and privacy. Risk management is charged with implementing improved governance, compliance, and enforcement. HR is charged with strengthening procedures around acquisition of staff, policy creation, the code of ethics, and communication. Internally, the company must protect proprietary information and determine what limits to place on data retention and acquisition. Externally, they must also acquire competitive data and follow the law in all jurisdictions of their operations. Challenges with social media, web browsing, instant messaging, and high levels of employees traveling with their electronic devices create additional burdens. Currently, the company provides devices for all eligible employees. The three departments agree that employees must possess a work ethic, motivation, and integrity. The head of IT believes that there are three sources for recruitment, selection, and staffing: the military, college graduates with degrees in information technology, and professional hackers—skilled computer experts who use their technical knowledge to overcome a problem. Where should the HR manager look to find potential employees with skills in cybersecurity? A. Consider individuals who have recent criminal records related to Internet security and offer them state-of-the-art equipment. B. Search for individuals with any computer-related degree. C. Look on "dark" websites that attract cybercriminals and promise them large hiring bonuses. D. Recruit former military Internet workers who are attracted by a higher level of pay and flexibility.

D. Recruit former military Internet workers who are attracted by a higher level of pay and flexibility.

A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer's description of "high" turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled. The organization's business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be "don't let warm bodies get away." The HR manager's orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints. Which is the best first step for the HR manager to take? A. Implement the HR strategy that was successful at the HR manager's previous company. B. Call for a committee to develop a plan for offshoring the work, as current wage levels are not sustainable at this location. C. Begin work on benchmarking the company's wage levels to build a business case for increasing wages as a means to reduce turnover. D. Step back and take in the big picture before deciding how HR activities can be aligned to support the organization's strategy.

D. Step back and take in the big picture before deciding how HR activities can be aligned to support the organization's strategy.

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

D. The employee should be terminated per the company policy, to reinforce a consistent focus on policies that have been adopted and put in place.

Which best describes the ethical and/or compliance problem raised by a company employee having a separate consulting contract with one of the company's clients? a. Conflict of interest b. Competitive advantage c. Insider trading d. Copyright violation

a. Conflict of interest

What is the most accurate statement about motivating employees? a. Individual motivators can vary among individuals. b. Followers are most motivated by a self-confident leader. c. Motivation will not sustain performance over time. d. Team members from different generations will not be motivated by the same rewards.

a. Individual motivators can vary among individuals.

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

a. Keep the workforce reduction information confidential.

You are conducting a market salary survey to make sure that your team members are being adequately compensated and won't seek employment elsewhere. You are seeking to meet which level of needs in Maslow's hierarchy? a. Safety and security b. Self-esteem and respect for others c. Physical needs d. Belonging and love

a. Safety and security

Which action can HR take to assist in creating an ethical organization? a. Training leaders in ethical practices b. Referring all ethical issues to legal counsel c. Handling all ethical issues that arise d. Initiating a tip line for reporting ethical violations

a. Training leaders in ethical practices

An operations manager wants to hire additional full-time employees. The HR business partner knows that the need for additional resources will probably be only temporary, based on historical data. What would be the best way to persuade the operations manager that using temporary workers would be a better tactic? a. Use the data. Show the manager the resource trend charts for the past several years. b. Escalate the issue to the head of HR, who is responsible for these strategic decisions. c. Let the operations manager own this decision and its outcomes. d. Point out the difficulty of having to lay off these workers when demand decreases.

a. Use the data. Show the manager the resource trend charts for the past several years

A group has formed to organize the annual company picnic. Because one member has experience planning a church fall festival, he volunteers to take the helm. The other employees choose to follow him. Which kind of leadership does this exemplify? a. Situational b. Emergent c. Behavioral d. Contingency

b. Emergent

Executives at a company have identified the need to promote diversity and develop a global mindset within the organization. According to Goleman, what leadership ability would best complement this initiative? a. Adaptability to change b. Emotional intelligence c. Effective communication d. High intellectual capability

b. Emotional intelligence

An HR manager derives his authority from his extensive background in HRM. What type of power is this manager using? a. Affiliation b. Expert c. Referent d. Legitimate

b. Expert

Which is a trait of an effective leader? a. Providing detailed directions to subordinates b. Fulfilling promises and commitments c. Terminating poor performers and promoting high performers d. Allowing employees to manage themselves

b. Fulfilling promises and commitments

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

b. Investigate and establish any available factual information related to the allegation.

Which motivation theory appeals to an employee's need for achievement? a. Attribution b. McClelland c. Vroom d. Theory X/Theory Y

b. McClelland

Which motivational theory emphasizes the importance of autonomy, competency, and purpose? a. Theory Z b. Self-determination c. Behavioral reinforcement d. Motivation-hygiene theory

b. Self-determination

A new HR staff member wants to win support for her idea for a new employee benefit. The HR director has agreed to meet with her to discuss the idea briefly. How should the HR staff member prepare? a. Complete a detailed business case in support of the idea. b. Think about what might be motivating the HR director in his job. c. Research the director's professional resume. d. Gather testimonial feedback from employees who want the new benefit added.

b. Think about what might be motivating the HR director in his job.

An HR professional is new to his organization and wants to understand better how to gain credibility in the organization. What activity would help the most? a. Talking to HR peers at professional meetings about what works in their organizations b. Watching how people react to other team members in team discussions c. Studying the organization's published statement of values d. Interviewing people in HR management positions

b. Watching how people react to other team members in team discussions

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

c. As a decision-making tool to guide employees and their actions

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

c. By reviewing current ethical guidelines and creating specific guidelines on bribery if necessary

In Maslow's hierarchy of needs, how are the needs of self-actualization exemplified? a. Working conditions, employment, security, pay and benefits b. Training, recognition, high status, increased responsibilities c. Opportunities for development, problem solving, and creativity d. Interactions with work groups, clients, coworkers, supervisors

c. Opportunities for development, problem solving, and creativity

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

c. Review key points of the code of conduct and ensure that employees understand it, and incorporate code of conduct training into new employee orientation.

What leadership theory is characterized by the belief that managers must use different leadership styles depending on the circumstances? a. Trait theory b. Behavioral theory c. Situational leadership theory d. Motivational theory

c. Situational leadership theory

An HR professional has just joined an organization and wants to better understand its informal characteristics. What should she pay attention to? a. Mission statement on the organization's website b. Kinds of business decisions the organization has made in the past c. Who people interact with and the nature of their interactions d. Reporting structure in the organization and number of management levels

c. Who people interact with and the nature of their interactions

Which action would be most important in building trust with a colleague? a. Clarifying roles and authority b. Developing one's professional expertise c. Socializing outside work more frequently d. Acting consistently in line with shared values

d. Acting consistently in line with shared values

A manager uses his skill with people to smooth over problems and to make his employees feel secure in their positions. According to the Blake-Mouton theory, what leadership style is the manager using? a. Team leader b. Impoverished manager c. Authoritarian manager d. Country club manager

d. Country club manager

Which reward might actually create job dissatisfaction rather than job satisfaction? a. Employee B is rewarded if all of her team members pass a certification exam. b. Employee C, a trainer, is asked to come to a design team party. c. Employee D gives Employee E a small cash reward for getting done early even though Employee E wasn't expecting a reward. d. Employee A can go to a training event, but only if Employee B succeeds in getting all of her people certified.

d. Employee A can go to a training event, but only if Employee B succeeds in getting all of her people certified.

Which is the difference between the formal and informal characteristics of an organization? a. Formal characteristics can be felt, and informal characteristics can be seen. b. Formal characteristics focus on the role of the leader, informal characteristics on work teams. c. Formal characteristics are better indicators of an organization's efficiency and effectiveness. d. Formal characteristics are documented and change less frequently than informal characteristics.

d. Formal characteristics are documented and change less frequently than informal characteristics.

29 Under deadline pressure, a global team leader grows angry with workers from one region, resorting to threats and accusations. Realizing that her behavior is counterproductive, she apologizes and sets up a meeting to determine the source of the delays and how she can best help. Which critical ability has she acquired and applied? a. Multidimensional perspective of a global mindset b. Cognitive aspect of intercultural wisdom c. Motivational component of intercultural wisdom d. Self-regulation component of emotional intelligence

d. Self-regulation component of emotional intelligence

An HR team member is working on a critical activity that must be done in a very precise sequence with no room for innovation. Because the task is important, the HR manager monitors the team member's performance very closely. The performance is routinely satisfactory and often exemplary. The manager notes that the team member seems to have low morale and a bad attitude. According to Herzberg's motivation-hygiene theory, what can the manager do to reduce job dissatisfaction? a. Recognize the team member's efforts in the next team meeting. b. Give the team member the chance to take paid training related to the work. c. Help the team member follow the process but be creative in other ways. d. Stop supervising the team member so closely.

d. Stop supervising the team member so closely.

According to the Hersey-Blanchard theory, which is generally the most suitable situational leadership approach for entry-level employees? a. Selling b. Delegating c. Participating d. Telling

d. Telling

An HR manager is careful never to promise a staff member a reward that he may not be able to deliver. What motivation theory does this reflect? a. Maslow b. Herzberg c. Goal setting d. Vroom

d. Vroom