Quiz 7 Business Acumen - cp

Scenario A clothing retail company in business for over three years has three locations in a popular beach resort area. There are similar retailers in the same area competing for both the customers and labor pool. Recently the company has had extensive growth due to a new clothing design, however, employees are leaving within 90 days of hire. This turnover is now affecting customer satisfaction and increasing the workload on the remaining staff. Most of the management staff started as sales floor employees and received little to no management training. One of the key criteria used in promoting staff is their success on the sales floor, leading to complaints of internal selection unfairness. Recent exit interviews suggest low morale, poor leadership, and lack of work/life balance as the top three reasons for leaving the company. Knowing that there are plans to launch two new product lines in the near future, the CEO has asked the HR director to find a new vendor to provide new employee orientation. Twenty companies have submitted proposals, and the CEO wants a short list in the next two days. Based on the current turnover and lack of management training, what should the HR director do first as part of a needs analysis? Answers A. Facilitate management focus groups to evaluate the company's compensation, rewards, and incentive programs B. Conduct a job analysis for all management positions to ensure that job descriptions and specifications are appropriate C. Analyze exit interviews from managers who have left recently D. Review customer satisfaction results and use these to guide the development of the training curriculum

B. Conduct a job analysis for all management positions to ensure that job descriptions and specifications are appropriate 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. Given the high turnover rate among employees and the fact that most of the management staff started as sales floor employees with little to no management training, conducting a job analysis for all management positions would be the best course of action as part of a needs analysis. This would help ensure that job descriptions and specifications are appropriate for each position and could identify areas where additional training or development may be needed. Facilitating management focus groups to evaluate compensation, rewards, and incentives, analyzing exit interviews from managers who have left, and reviewing customer satisfaction results could also be useful, but they are not the most immediate priority in addressing turnover and improving management training.

A renowned financial institution, a former leader in the financial market, is now facing decelerated growth. Its product portfolio lacks innovation compared to that of competitors. Although the institution was once a favorite place to work, recently HR has been facing issues attracting top talent, and time-to-hire metrics have deteriorated. A technology gap between the leadership and the employees is beginning to widen. The founder, who is very sales-oriented, is not an early adopter when it comes to technology. Since his client relationships all began with face-to-face contact, he is wary that technology removes the personal element. To create a more collaborative culture and social learning environment, the HR talent development lead (TDL) wants to foster a culture of learning and innovation. This will require a change in corporate culture and a significant investment in new technology. Despite a recent upgrade, the learning management system (LMS) still feels outdated, sluggish, and static. The TDL believes that a new LMS with more powerful social learning technologies will be critical for attracting and retaining top talent, capturing the attention of a broader and rapidly changing demographic, and meeting their demands. The workforce is around 40% Millennials, compared with 10% just five years ago. The TDL understands that cross-functional collaboration will be required to sort out the features needed to support the organization's learning management system. What is the best way to organize the right cross-functional team? Answers A. Contact analogous organizations and implement the exact features they are using. B. Ask the senior leaders who they would like to see on the cross-functional team. C. Assemble a team including senior functional leaders and younger managers with an interest in diversity and innovation. D. To save time, limit the team to tech-savvy employees who already understand LMS trends and applications.

C. Assemble a team including senior functional leaders and younger managers with an interest in diversity and innovation. 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. C. Assemble a team including senior functional leaders and younger managers with an interest in diversity and innovation would be the best way to organize the right cross-functional team. This team composition will allow for a diversity of perspectives, ideas, and skill sets, which are essential for identifying and implementing the features required to support the organization's learning management system. Senior functional leaders can bring their expertise and knowledge of the organization's operations, while younger managers can provide insights into the needs and preferences of the Millennial workforce and their comfort with technology. Additionally, individuals with an interest in diversity and innovation can contribute fresh ideas and perspectives, helping to ensure that the LMS supports a culture of learning and innovation.

Refer to the following scenario for the next 4 questions. A clothing retail company in business for over three years has three locations in a popular beach resort area. There are similar retailers in the same area competing for both the customers and labor pool. Recently the company has had extensive growth due to a new clothing design, however, employees are leaving within 90 days of hire. This turnover is now affecting customer satisfaction and increasing the workload on the remaining staff. Most of the management staff started as sales floor employees and received little to no management training. One of the key criteria used in promoting staff is their success on the sales floor, leading to complaints of internal selection unfairness. Recent exit interviews suggest low morale, poor leadership, and lack of work/life balance as the top three reasons for leaving the company. Knowing that there are plans to launch two new product lines in the near future, the CEO has asked the HR director to find a new vendor to provide new employee orientation. Twenty companies have submitted proposals, and the CEO wants a short list in the next two days. Which steps should the HR director take to develop a short list of possible training vendors? Answers A. Conduct an online search of the best training companies and send the resulting list to the CEO B. Rank the companies in regard to their prices and present the five lowest bids C. Determine, with the CEO, key criteria that should be considered, using this information to narrow the search D. Ask for input on the short list from another employee who has done this type of training before

C. Determine, with the CEO, key criteria that should be considered, using this information to narrow the search 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 clothing retail company in business for over three years has three locations in a popular beach resort area. There are similar retailers in the same area competing for both the customers and labor pool. Recently the company has had extensive growth due to a new clothing design, however, employees are leaving within 90 days of hire. This turnover is now affecting customer satisfaction and increasing the workload on the remaining staff. Most of the management staff started as sales floor employees and received little to no management training. One of the key criteria used in promoting staff is their success on the sales floor, leading to complaints of internal selection unfairness. Recent exit interviews suggest low morale, poor leadership, and lack of work/life balance as the top three reasons for leaving the company. Knowing that there are plans to launch two new product lines in the near future, the CEO has asked the HR director to find a new vendor to provide new employee orientation. Twenty companies have submitted proposals, and the CEO wants a short list in the next two days. An applicant from a local competitor has offered to give the HR director information on the competitor's salary and benefits upon hire. Which action should the HR director take in response to this offer? Answers A. Use this information to help create a strategy to reduce turnover B. Decline the candidate; however, offer compensation in exchange for the information C. Do not hire the candidate, indicating that the company does not participate in unethical behavior D. Ask for the information to create a more robust retention strategy once the person is hired

C. Do not hire the candidate, indicating that the company does not participate in unethical behavior 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. Do not hire the candidate, indicating that the company does not participate in unethical behavior, would be the most appropriate response for the HR director to take. Accepting confidential information from a competitor's employee could be considered unethical and possibly even illegal. Therefore, the HR director should not engage in such behavior and decline the offer.

Which is the most appropriate use of online analytical processing? Answers Using predictive analytics to determine how successful new candidates will be in their first five years on the job. Calculating the employee promotion rate to determine a leadership training program's success over the past five years. Calculating a company's use of leave to determine the effective value of its leave policy over the past five years. Calculating the employee turnover rate to determine employee satisfaction with company culture.

CORRECT Calculating a company's use of leave to determine the effective value of its leave policy over the past five years. Rationale The number of data points and the period of time will identify trends in the use of leave. Other factors could influence how successful new candidates will be and the employee promotion rate. There aren't enough data points to suggest the use of online analytical processing when measuring the employee turnover rate. Using predictive analytics to determine how successful new candidates will be in their first five years on the job. Calculating the employee promotion rate to determine a leadership training program's success over the past five years. CORRECT Calculating a company's use of leave to determine the effective value of its leave policy over the past five years. INCORRECT Calculating the employee turnover rate to determine employee satisfaction with company culture. Online analytical processing (OLAP) is a data analysis technique that is commonly used to analyze large, multidimensional data sets. OLAP can be used for a variety of purposes, including analyzing trends, identifying patterns, and making predictions. In the context of human resources, OLAP can be used to analyze employee data and help HR professionals make more informed decisions about policies and practices. Calculating a company's use of leave over a period of time can provide insights into the effectiveness of the company's leave policies and help HR professionals make improvements where necessary.

The owner of a small start-up company has highly compensated employees but no benefits package. As the organization and staff grows, the owner is pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits, and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally. A newly hired employee who is not married but has a domestic partner has requested that the partner be covered through the organization's health insurance. Currently, the organization's health insurance covers spouses but not domestic partners. How should the HR generalist handle the request? Answers A. Audit the current policy for fairness and present a business case to the owner to change the rule B. Allow the employee to add the domestic partner to the health insurance by enrolling the partner as a spouse C. Contact the insurance company and change the policy to allow domestic partners to be covered D. Tell the employee to contact the insurance company since HR cannot do anything about it

CORRECT A. Audit the current policy for fairness and present a business case to the owner to change the rule 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 generalist should first audit the current policy and assess its fairness and legality, then develop a business case to present to the owner for a potential change in the rule. This approach will ensure that any policy change is made thoughtfully, while still considering the business's financial and legal obligations

Scenario The owner of a small start-up company has highly compensated employees but no benefits package. As the organization and staff grows, the owner is pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits, and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally. The benefits package was implemented 1 year ago and the HR generalist has been asked by the owner to provide feedback regarding the success of the package. Which is the best first step to provide this feedback? Answers A. Compare the rate of turnover this year to prior years B. Conduct a gap analysis and a utilization review C. Tell the owner that it is too soon to provide feedback D. Conduct a survey of the employees to obtain feedback on the benefits package

CORRECT B. Conduct a gap analysis and a utilization review 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 best first step to provide feedback on the benefits package would be to conduct a gap analysis and a utilization review. This involves analyzing whether the benefits package meets the needs and wants of employees, and whether they are taking advantage of the benefits that are offered. By conducting this analysis, the HR generalist can provide the owner with data-driven insights into the effectiveness of the benefits package and make recommendations for improvement if necessary. Therefore, the correct answer is B.

A renowned financial institution, a former leader in the financial market, is now facing decelerated growth. Its product portfolio lacks innovation compared to that of competitors. Although the institution was once a favorite place to work, recently HR has been facing issues attracting top talent, and time-to-hire metrics have deteriorated. A technology gap between the leadership and the employees is beginning to widen. The founder, who is very sales-oriented, is not an early adopter when it comes to technology. Since his client relationships all began with face-to-face contact, he is wary that technology removes the personal element. To create a more collaborative culture and social learning environment, the HR talent development lead (TDL) wants to foster a culture of learning and innovation. This will require a change in corporate culture and a significant investment in new technology. Despite a recent upgrade, the learning management system (LMS) still feels outdated, sluggish, and static. The TDL believes that a new LMS with more powerful social learning technologies will be critical for attracting and retaining top talent, capturing the attention of a broader and rapidly changing demographic, and meeting their demands. The workforce is around 40% Millennials, compared with 10% just five years ago. How can the TDL ensure that the LMS is consistently and widely used and supports the cost of investment? Answers A. Contract with an LMS vendor to set up a hotline to answer all questions related to information seeking and sharing with the new technology. B. Create an effective communication plan so employees are aware of the benefits the new LMS offers and implement incentives for using the LMS. C. Do nothing and assume that the LMS will eventually be consistently and widely used since it has so many benefits. D. Require IT department employees to field calls and answer all questions from other employees on a rotating basis.

CORRECT B. Create an effective communication plan so employees are aware of the benefits the new LMS offers and implement incentives for using the LMS. 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. Answer: B. Create an effective communication plan so employees are aware of the benefits the new LMS offers and implement incentives for using the LMS. Effective communication is key to ensure that the new LMS is consistently and widely used. The TDL should develop a communication plan that informs employees about the benefits of the new LMS and how it will support their professional growth and development. The TDL should also implement incentives for using the LMS, such as recognition, rewards, and other motivators. This will help encourage employees to use the system regularly and to engage with its features. Providing training and support on how to use the new LMS will also be important in encouraging its adoption and use.

Refer to the following scenario for the next 4 questions. The owner of a small start-up company has highly compensated employees but no benefits package. As the organization and staff grows, the owner is pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits, and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally. The HR generalist is charged with recommending a benefits package that will attract and retain talent. How should they begin the process? Answers A. Contract with a third-party benefits administration company to identify and implement a benefits package B. Gather data through a needs assessment to identify what benefits are needed and match them to the overall organizational strategy C. Survey all employees in the company and implement and secure benefits plans to meet majority needs D. Set up employee task force groups to develop outlines of the employee benefit plans most desired by the workforce

CORRECT B. Gather data through a needs assessment to identify what benefits are needed and match them to the overall organizational strategy 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. Before recommending a benefits package, the HR generalist should conduct a needs assessment to identify what benefits are needed and what is affordable for the company. This process will involve researching what types of benefits are commonly offered in the industry and considering the specific needs of the organization's employees. This approach will ensure that the benefits package is aligned with the organization's overall strategy, attracts and retains top talent, and is fiscally responsible.

A clothing retail company in business for over three years has three locations in a popular beach resort area. There are similar retailers in the same area competing for both the customers and labor pool. Recently the company has had extensive growth due to a new clothing design, however, employees are leaving within 90 days of hire. This turnover is now affecting customer satisfaction and increasing the workload on the remaining staff. Most of the management staff started as sales floor employees and received little to no management training. One of the key criteria used in promoting staff is their success on the sales floor, leading to complaints of internal selection unfairness. Recent exit interviews suggest low morale, poor leadership, and lack of work/life balance as the top three reasons for leaving the company. Knowing that there are plans to launch two new product lines in the near future, the CEO has asked the HR director to find a new vendor to provide new employee orientation. Twenty companies have submitted proposals, and the CEO wants a short list in the next two days. Which action should the HR director take first to create a robust workforce plan that addresses the expected organizational growth? Answers A. Ensure that all recruiters are well trained in sourcing and selecting qualified applicants for a retail sales organization B. Review environmental conditions in regard to expected tourists and expected sales growth, and calculate the number of employees needed C. Review internal turnover, promotions, and transfer data to calculate the number of employees needed to meet future staffing needs D. Analyze current labor trends along with internal staffing metrics to ensure appropriate staffing levels to meet expected organizational growth

CORRECT D. Analyze current labor trends along with internal staffing metrics to ensure appropriate staffing levels to meet expected organizational growth 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 first action the HR director should take to create a robust workforce plan that addresses the expected organizational growth is option D, analyze current labor trends along with internal staffing metrics to ensure appropriate staffing levels to meet expected organizational growth. By analyzing current labor trends, the HR director can determine what labor conditions are currently like and how that will impact future staffing needs. By reviewing internal staffing metrics, the HR director can determine what positions are currently staffed and where potential gaps may exist. This information can be used to determine what staffing levels will be needed to meet expected organizational growth. Once the appropriate staffing levels have been determined, the HR director can then take action to ensure that recruiters are trained, environmental conditions are taken into account, and turnover and promotion data are reviewed as needed.

Refer to the following scenario for the next 3 questions. A renowned financial institution, a former leader in the financial market, is now facing decelerated growth. Its product portfolio lacks innovation compared to that of competitors. Although the institution was once a favorite place to work, recently HR has been facing issues attracting top talent, and time-to-hire metrics have deteriorated. A technology gap between the leadership and the employees is beginning to widen. The founder, who is very sales-oriented, is not an early adopter when it comes to technology. Since his client relationships all began with face-to-face contact, he is wary that technology removes the personal element. To create a more collaborative culture and social learning environment, the HR talent development lead (TDL) wants to foster a culture of learning and innovation. This will require a change in corporate culture and a significant investment in new technology. Despite a recent upgrade, the learning management system (LMS) still feels outdated, sluggish, and static. The TDL believes that a new LMS with more powerful social learning technologies will be critical for attracting and retaining top talent, capturing the attention of a broader and rapidly changing demographic, and meeting their demands. The workforce is around 40% Millennials, compared with 10% just five years ago. The TDL knows that championing creativity and innovation in a risk-averse industry is a challenge because this behavior is usually not promoted or rewarded. How should the talent development lead position the proposed LMS to gain leadership commitment for investing in this new technology? Answers A. Survey the founder and senior leaders to gather their thoughts and feelings about how the LMS should support operations. B. Task the Millennial leaders with researching LMS capabilities and trends and preparing a presentation for the founder, leaders, and stakeholders. C. Implement the new LMS and, after usage data is gathered, then demonstrate its benefits. D. Show how the LMS can effectively use technology, trends, and innovations to support the organizational strategy.

CORRECT D. Show how the LMS can effectively use technology, trends, and innovations to support the organizational strategy. 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. Option D is the best approach to position the proposed LMS to gain leadership commitment for investing in this new technology. By showing how the LMS can effectively use technology, trends, and innovations to support the organizational strategy, the TDL can highlight the benefits of the new LMS to the organization's long-term success. This approach aligns the investment in the new LMS with the organization's goals, making it more compelling to the founder and senior leaders who are focused on sales and profitability. Surveying the founder and senior leaders or implementing the new LMS before demonstrating its benefits may not be effective in gaining leadership commitment. Tasking Millennial leaders with researching LMS capabilities and trends may be a good idea, but it should be done in conjunction with demonstrating how the LMS aligns with the organization's strategy.

The HR director at a large university has been on the job for six months when the university hires a new president. The new president decides that the staff development and advancement program is nonessential and orders the HR director to eliminate the 15 positions associated with the program within the week. The HR director wants to reassign, rather than terminate, employees who will be displaced. Which action should the HR director take to make job reassignments most effectively? Answers Ask employees what their preferred assignment would be among available positions. Identify positions requiring similar knowledge, skills, and abilities as the employees' current positions. Ask supervisors of vacant positions at the university to interview employees with the necessary skills and experience. Offer early retirement to interested and eligible employees.

CORRECT Identify positions requiring similar knowledge, skills, and abilities as the employees' current positions. 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. Explanation: To effectively reassign employees, the HR director should first identify positions at the university that require similar knowledge, skills, and abilities as the employees' current positions. This will help ensure a smoother transition for the employees and increase the likelihood of their success in the new position. Asking employees about their preferred assignment and having supervisors of vacant positions interview employees are also useful strategies, but identifying suitable positions first is a necessary step. Offering early retirement is not relevant to this question since the goal is to reassign rather than terminate employees.

What financial document lists the revenues, expenses, and profits of an organization for a designated period of time? Answers Balance sheet Financial statement Income statement Accounting entries

CORRECT Income statement Rationale The income statement shows revenues, expenses, and profits for the organization. The balance sheet shows its assets, liabilities, and shareholders' equity. The financial document that lists the revenues, expenses, and profits of an organization for a designated period of time is the income statement.

What form of budgeting uses the prior year's budget as the basis for the next budget? Answers Formula budgeting Activity-based budgeting Zero-based budgeting Incremental budgeting

CORRECT Incremental budgeting Rationale Incremental, or line-item budgeting, uses the previous year's budget. The prior budget is simply increased by a set percentage. Additional funds are requested based on need and objectives. The form of budgeting that uses the prior year's budget as the basis for the next budget is Incremental budgeting.

When conducting a PESTLE analysis prior to forecasting human capital requirements, what should the "social" part of the analysis examine? Answers Social media Wages and cost of living Employment laws Population demographics

CORRECT Population demographics Rationale The social component of a PESTLE analysis will look at events and trends in society that can affect present and future availability of talent, compliance requirements, and employee needs, for example, health and safety consciousness, population demographics, and growth rates. The "social" part of the PESTLE analysis should examine population demographics, such as age distribution, education level, and cultural attitudes towards work and employment. This information can be useful in forecasting human capital requirements, as it can help determine the size and composition of the potential labor pool and the skills and experience that may be available in the workforce.

At a staffing agency, recruiters are facing a challenge in finding high-quality candidates. Additionally, the recruiters adhere to an unwritten rule that they should not contact candidates who have already worked with other recruiters within the agency. A new recruiter corresponds with a candidate who was previously in communication with a veteran recruiter. The two recruiters get into an argument, and the recruitment manager tries to intervene. The new recruiter claims not knowing about this unwritten rule and challenges the rule's efficacy. The veteran recruiter says that the unwritten rule is explained during the onboarding process. The recruitment manager approaches the HR manager for help with attracting high-quality candidates. What guidance should the HR manager provide? Answers Suggest that the recruitment manager examine recent trends in the fields and jobs candidates are pursuing. Analyze the recruitment strategies used by veteran recruiters compared with new recruiters. Recommend evaluating the effectiveness of the agency's recruitment processes and tools. Advise the recruitment manager to review the job descriptions and update as needed.

CORRECT Recommend evaluating the effectiveness of the agency's recruitment processes and tools. 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. All of the answer choices could potentially be helpful in attracting high-quality candidates. However, given the context of the scenario, the most relevant guidance for the HR manager to provide would be to recommend evaluating the effectiveness of the agency's recruitment processes and tools. This is because the scenario states that the agency is facing a challenge in finding high-quality candidates, which suggests that the current recruitment processes and tools may not be working as well as they could be. The other answer choices may also be useful, but they do not directly address this issue.

Which approach to offsetting a downturn is often used by companies in the decline phase of their life cycle? Answers Reducing costs Building teams Introducing product extensions Emphasizing training

CORRECT Reducing costs Rationale Decline occurs when an industry, organization, or product begins to experience a sustained drop in demand. When the decline is apparent, leadership often may introduce cost reduction measures Reducing costs is often used by companies in the decline phase of their life cycle to offset a downturn. This may involve cutting expenses in areas such as marketing, R&D, or personnel. By reducing costs, the company can maintain profitability and potentially survive the decline phase or prepare for a turnaround. However, it is important to balance cost-cutting measures with maintaining quality and continuing to invest in areas that are critical to the long-term success of the company.

Refer to the following scenario for the next 4 questions. The HR director at a large university has been on the job for six months when the university hires a new president. The new president decides that the staff development and advancement program is nonessential and orders the HR director to eliminate the 15 positions associated with the program within the week. Which action should the HR director take to influence the president to reconsider eliminating these positions? Answers Encourage the president to consider the cultural impact of this action on all university employees. Schedule a meeting with the president to discuss the importance of investing in employee development and advancement. Propose a plan to reassign the affected employees to other departments within the university. Meet with the president to discuss the strategic direction of the HR department.

CORRECT Schedule a meeting with the president to discuss the importance of investing in employee development and advancement. 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. Schedule a meeting with the president to discuss the importance of investing in employee development and advancement is the best action for the HR director to take to influence the president to reconsider eliminating the positions associated with the staff development and advancement program. This option allows the HR director to directly address the president's concerns about the program and articulate the potential negative impact that removing the program could have on the university's staff and culture. It also provides an opportunity for the HR director to propose alternatives to eliminating the program, such as modifying it or reducing its scope rather than eliminating it entirely.

At a staffing agency, recruiters are facing a challenge in finding high-quality candidates. Additionally, the recruiters adhere to an unwritten rule that they should not contact candidates who have already worked with other recruiters within the agency. A new recruiter corresponds with a candidate who was previously in communication with a veteran recruiter. The two recruiters get into an argument, and the recruitment manager tries to intervene. The new recruiter claims not knowing about this unwritten rule and challenges the rule's efficacy. The veteran recruiter says that the unwritten rule is explained during the onboarding process. The HR manager wants to evaluate the benefits of the unwritten rule about contacting candidates. Which step is most effective for the HR manager to take to obtain feedback? Answers Facilitate a discussion with new and veteran recruiters to evaluate the benefits of the unwritten rule. Send an anonymous survey to all recruiters in the company to obtain feedback on the benefits of the unwritten rule. Ask the recruitment manager for input on the possible benefits of the unwritten rule. Conduct a meeting with all new recruiters to learn about their opinions on the benefits of the unwritten rule.

CORRECT Send an anonymous survey to all recruiters in the company to obtain feedback on the benefits of the unwritten rule. INCORRECT Facilitate a discussion with new and veteran recruiters to evaluate the benefits of the unwritten rule. CORRECT Send an anonymous survey to all recruiters in the company to obtain feedback on the benefits of the unwritten rule. Ask the recruitment manager for input on the possible benefits of the unwritten rule. Conduct a meeting with all new recruiters to learn about their opinions on the benefits of the unwritten rule. 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. Conducting an anonymous survey would allow the HR manager to obtain honest feedback from all recruiters in the company on the benefits of the unwritten rule without any fear of retribution. It would also provide a comprehensive view of how recruiters perceive the rule, which can help inform any future decisions or changes to the policy.

Refer to the following scenario for the next 4 questions. At a staffing agency, recruiters are facing a challenge in finding high-quality candidates. Additionally, the recruiters adhere to an unwritten rule that they should not contact candidates who have already worked with other recruiters within the agency. A new recruiter corresponds with a candidate who was previously in communication with a veteran recruiter. The two recruiters get into an argument, and the recruitment manager tries to intervene. The new recruiter claims not knowing about this unwritten rule and challenges the rule's efficacy. The veteran recruiter says that the unwritten rule is explained during the onboarding process. The recruitment manager asks the HR manager to discipline the new recruiter. How should the HR manager respond? Answers Facilitate a meeting between the new and veteran recruiters. Suggest that the two recruiters work together on this candidate. Recommend that the recruitment manager remind the new recruiter of unwritten expectations. Suggest adding the unwritten rule to the policy to avoid this situation in the future.

CORRECT Suggest adding the unwritten rule to the policy to avoid this situation in the future. 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 manager should facilitate a meeting between the new and veteran recruiters to discuss the situation and the unwritten rule. This will allow for a conversation to take place where both recruiters can share their perspectives and reach an understanding. It also provides an opportunity for the veteran recruiter to share the importance of the rule during the onboarding process to prevent similar situations from happening in the future.

The HR director at a large university has been on the job for six months when the university hires a new president. The new president decides that the staff development and advancement program is nonessential and orders the HR director to eliminate the 15 positions associated with the program within the week. How should the HR director communicate the reduction in force to affected employees? Answers Call a meeting with the HR department to share the information. Ask the president to address the decision at the next university-wide meeting. Tell each impacted employee individually and explain his or her options. Provide guidance to the affected employees' supervisors on how to relay the information.

CORRECT Tell each impacted employee individually and explain his or her options. 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.

What is the best description of an information system portal? Answers User-customized search engine User's point of access to system data and applications Screen area in which data can be entered into the system Organization's access to the Internet

CORRECT User's point of access to system data and applications Rationale An information system portal is the point of entry for a user into an information system. The system does not need to be web-hosted. It may provide access to the system's search engine, but it is not a search engine. It may be customized to users. An information system portal is a user's point of access to system data and applications. It serves as a single gateway or entry point to a variety of information sources and services, such as company data, applications, and collaboration tools. It allows users to access different systems and applications from a central location and simplifies the process of navigating and retrieving information. In essence, an information system portal serves as a personalized and customizable gateway to an organization's information resources.

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

CORRECT Zero-based budgeting Rationale Zero-based budgeting requires all managers to start at zero. A department must justify its entire budget and show how its funding will help the organization to meet its goals. In zero-based budgeting, all operations are given a priority rating, each unit or goal is ranked, and funds are given in order of the ranking. The budgeting method being used by a manager who begins with no allocated budget and must justify allocations based on how the function will contribute to the organization's strategic goals is called zero-based budgeting.

At a staffing agency, recruiters are facing a challenge in finding high-quality candidates. Additionally, the recruiters adhere to an unwritten rule that they should not contact candidates who have already worked with other recruiters within the agency. A new recruiter corresponds with a candidate who was previously in communication with a veteran recruiter. The two recruiters get into an argument, and the recruitment manager tries to intervene. The new recruiter claims not knowing about this unwritten rule and challenges the rule's efficacy. The veteran recruiter says that the unwritten rule is explained during the onboarding process. The agency implements a new initiative to increase the quality of candidates. How should the HR manager evaluate the effectiveness of the initiative? Answers Identify the number of successful placements before and after the initiative. Track the performance of new candidates in their placements. Meet with the recruitment manager to discuss observed changes. Survey all hiring managers about changes in the quality of job candidates since the initiative's launch.

CORRECT Identify the number of successful placements before and after the initiative. 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. All of these options could potentially provide valuable information for evaluating the effectiveness of the initiative. However, the most comprehensive approach would be to use multiple methods to evaluate the initiative. Therefore, the best answer would be to use a combination of these methods, such as: Identifying the number of successful placements before and after the initiative. Tracking the performance of new candidates in their placements. Meeting with the recruitment manager to discuss observed changes. Surveying all hiring managers about changes in the quality of job candidates since the initiative's launch. By using multiple methods, the HR manager can obtain a more complete picture of the effectiveness of the initiative and make more informed decisions about whether to continue or modify the initiative in the future.

The owner of a small start-up company has highly compensated employees but no benefits package. As the organization and staff grows, the owner is pressured to implement a benefits package in addition to direct compensation. The owner is not knowledgeable about benefits, and has made the decision to hire an HR generalist to handle benefits and other HR functions. The HR generalist's first priority is to make recommendations about a benefits package that will attract and retain top talent while being fiscally responsible. The growth plan for the organization is to grow globally and engage in a global recruitment, selection, and hiring strategy. The HR generalist needs to create a total compensation package that will be relevant in all locations globally. The HR generalist has conducted a survey asking about the types of benefits employees want. The survey results indicate that employees are seeking ways to balance their work and home life. How should the HR generalist handle this feedback? Answers A. Review external surveys to determine the types of work/life benefits other organizations offer B. Since this is an internal survey, no action is expected , but it is good for the company to solicit input C. Recognize that these types of benefits are appreciated by employees, but a growing organization cannot afford them D. Align offered benefits with the organizational strategy, culture, and employee desires

D. Align offered benefits with the organizational strategy, culture, and employee desires 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. D. Align offered benefits with the organizational strategy, culture, and employee desires. The HR generalist should take the survey results seriously and consider how to incorporate work/life balance benefits into the overall compensation package. However, it is important to ensure that the benefits offered align with the company's strategic goals and culture, as well as being fiscally responsible. The HR generalist can also consider benchmarking against other similar organizations to ensure that the company's benefits package is competitive.

The HR director at a large university has been on the job for six months when the university hires a new president. The new president decides that the staff development and advancement program is nonessential and orders the HR director to eliminate the 15 positions associated with the program within the week. Which action should the HR director take to reduce the negative effects the reduction in force will have on morale? Answers Call a staff meeting to explain that every effort is being made to place affected employees in other positions at the university. Conduct team-building exercises to strengthen relationships within the HR department. Schedule one-on-one meetings with department employees to address their questions and concerns. Elaborate on why the reduction in force was necessary.

Schedule one-on-one meetings with department employees to address their questions and concerns. 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.