Relationship Management

The HR director of a 6,000-employee hospital is meeting with the hospital's CEO about potentially conducting an employee engagement survey. The hospital has never conducted an engagement survey. The hospital's turnover is low, and it pays competitive wages and benefits. It is nonunion except for about 200 employees in its food service department. There is a sense that a baseline assessment of employee work environment perceptions and the employees' commitment to serving patients is needed. While there is anecdotal evidence that employees are relatively satisfied with the work environment and committed to serving patients, employees have complained through the organizational hotline about lack of management support in some areas. Since other hospitals in the market have experienced union organizing activity, there is concern about possible unionization. While the CEO is interested in the survey, there is fear that it will raise employee expectations that the organization cannot meet, increasing employee dissatisfaction. The HR director is planning a follow-up meeting with the administrator and an external consultant. The goal is to share with the CEO best employer practices in conducting engagement surveys, the positive benefits of using surveys to improve morale, and appropriate engagement strategies and practices to support managers in improving performance and productivity. What risks should the HR director share when recommending an employee engagement survey to the hospital's CEO? > The survey could raise unmanageable employee expectations that senior leadership neither can nor wants to fully meet in the future. > Inherent risks associated with an engagement survey, such as obtaining potential negative repeated feedback, cannot be fully mitigated. > Low senior leadership commitment poses significant risks when there is no credible action plan to address identified employee concerns. > Employees can challenge the validity of the survey through either individual or group legal actions.

Answer: Low senior leadership commitment poses significant risks when there is no credible action plan to address identified employee concerns. 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.

Despite the fact that an employee's team is scheduled to work from 9:00am - 5:00pm each day, the employee consistently stays out late for lunch and makes up the time at the end of the day. A new manager has recently taken over the department and notices this pattern of behavior. During an informal conversation, the manager mentions to the employee that the individual is taking extended lunches. The employee responds with, "What does it matter? I stay and make up the time." The manager is concerned that the behavior was previously allowed and wants to start documenting the tardiness. Additionally, the manager worries that the morale of the team is suffering, as three team members have approached her about the situation since she was hired. After a discussion with the manager, which recommendation should the HR generalist provide? > Allow the employee to continue taking extended lunches as they have been allowed to do this previously. > Advise the manager to individually reset expectations with the employee in person. > Send an e-mail to the entire team that reaffirms attendance expectations. > Document the behavior immediately and issue a final warning to the employee.

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

Which situation illustrates Fisher and Uri's best alternative to a negotiated agreement approach to negotiating? > An HR manager and a vendor openly discuss their needs and expectations for a project. > An HR manager determines internal costs to produce an orientation manual before speaking with a vendor. > An HR manager identifies enough potential qualified vendors to ensure competitive bids. > Both sides in a negotiation for outsourcing an HR project agree to act in each other's best interests.

Answer: An HR manager determines internal costs to produce an orientation manual before speaking with a vendor. "Best alternative to a negotiated agreement." (BATNA) refers to the best option if negotiations fail and an agreement cannot be reached. This entails knowing what options are available and what the other side may propose during negotiation. In this case, knowing internal costs allows the HR manager to know if a bid delivers the needed value.

Which best describes the concept of a stakeholder? > Someone who owns a financial share in a business venture > Anyone who shares in the value of an organization and its activities > Person with a legally defined or contractual relationship with a firm > Member of the senior or global management team

Answer: Anyone who shares in the value of an organization and its activities A stakeholder has an interest in the operation, value, and activities of an organization, although this interest may or may not be financial or contractual. A stakeholder is a participant in receiving value directly or indirectly.

An employee at a large health-care company takes an extended leave of absence from work due to a personal matter. The company's policy states that the employee must re-apply for the position within a specified time period to be re-hired without having to go through the full external hiring process. The employee fails to meet the deadline for re-applying, and the position is filled with an external candidate. After finding out that the position was filled, the employee reports to the office. The employee begins yelling at the supervisor, demanding to have the employee's job back. The HR manager overhears the conversation and must respond to the situation. Following this incident, the HR manager wants to increase employees' awareness of the company's code of conduct to discourage similar outbursts from employees in the future. What action should the HR manager take to most effectively do this? Review the company's code of conduct with all new employees during the orientation process. Send an email to all employees with the company's code of conduct included as an attachment. Provide employees with a pamphlet that describes specific examples of code of conduct violations. Ask all employees to review and sign the company's code of conduct to confirm their understanding of it.

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

An employee at a large health-care company takes an extended leave of absence from work due to a personal matter. The company's policy states that the employee must re-apply for the position within a specified time period to be re-hired without having to go through the full external hiring process. The employee fails to meet the deadline for re-applying, and the position is filled with an external candidate. After finding out that the position was filled, the employee reports to the office. The employee begins yelling at the supervisor, demanding to have the employee's job back. The HR manager overhears the conversation and must respond to the situation. What action should the HR manager take first to respond to the situation? > Ask the employee to accompany the HR manager to the HR manager's office to discuss the matter. > Review the policy related to re-applying for a position after an extended leave of absence. > Contact security to request their presence in the event the situation escalates. > Request that the employee schedule a time to officially discuss the matter via telephone.

Answer: Ask the employee to accompany the HR manager to the HR manager's office to discuss the matter. 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 health-care organization is having difficulty recruiting and retaining licensed practical nurses (LPNs). A few years ago, the organization implemented an applicant tracking system (ATS), but HR has not been able to explore the data stored in the ATS because HR staff is too busy trying to fill the open positions. The HR manager is overwhelmed and feels like the department does not have the resources to overcome the staffing issues. The HR manager is scheduled to attend a professional HR conference in a few weeks. To most effectively leverage this opportunity, which action should the HR manager take while at the conference? > Collect literature from all conference vendors that provides information about their products and services. > Attend a variety of presentations and panel discussions related to recruitment and retention issues. > Ask for the business cards of all HR professionals who work at health-care organizations similar to the HR manager's organization. > Speak with vendors at the conference that offer HR consulting products and services to address recruitment and retention issues.

Answer: Attend a variety of presentations and panel discussions related to recruitment and retention issues. 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 method of conflict resolution is a manager using when they separately ask each person involved about the status of the activity? > Collaborate > Accommodate > Avoid > Compromise

Answer: Avoid The manager has decided not to ask about the conflict and instead focus on the status of the activity. To avoid is to withdraw from the situation or accept it, which is what is being done here. Avoidance saves time but does not provide a permanent resolution to the task or personality issues.

An employee at a large health-care company takes an extended leave of absence from work due to a personal matter. The company's policy states that the employee must re-apply for the position within a specified time period to be re-hired without having to go through the full external hiring process. The employee fails to meet the deadline for re-applying, and the position is filled with an external candidate. After finding out that the position was filled, the employee reports to the office. The employee begins yelling at the supervisor, demanding to have the employee's job back. The HR manager overhears the conversation and must respond to the situation. The employee tells the HR manager that the time period for re-applying for the position was not sufficient. The HR manager has been told this by other employees in the past. Which action should the HR manager take to evaluate whether the company's policy should be revised? > Construct a graph of the number of days it takes for employees to re-apply for a position after taking a leave of absence. > Calculate the percentage of employees who missed the deadline to re-apply but wanted to be considered for re-hire with the company in the past 12 months. > Compute the average time for an employee to complete the application for a position after being out on an extended leave of absence. > Compare the number of employees who re-applied within the specified time period to the number of employees who did not.

Answer: Calculate the percentage of employees who missed the deadline to re-apply but wanted to be considered for re-hire with the company in the past 12 months. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

An HR manager is training managers on team leadership. Which one of these tips will reduce unnecessary conflict within the managers' teams? Encourage discussion, but make it clear that your word is the final authority. Place employees on performance improvement plans for not meeting goals. Consult a superior as soon as a team member underperforms. Clarify goals, expectations, and ground rules for team behavior.

Answer: Clarify goals, expectations, and ground rules for team behavior. Team leaders can reduce conflict on their teams by being clear about goals, roles, responsibilities, and expectations. Expectations include ground rules about how to treat each other and how to resolve conflicts. Effective team leaders encourage discussion and collaboration. They would use coaching first rather than formal correction processes. They would be leaders and solve their own challenges.

Several employees have contacted the HR department multiple times about the company's lack of environmentally sustainable practices. In particular, employees have suggested that the company use reusable containers and utensils at official company events instead of plastic bottles and cups. Employees have provided alternative solutions, such as a cost estimate of a reusable liquid container with the company logo. Each time, the HR specialists have politely thanked the employees for their input but have not taken any specific action to avoid having to change contracts with the long-term vendor of supplies. At a recent company meeting, plastic cups and plates were used to serve refreshments and snacks. One of the employees who had been contacting the HR department was at the meeting. Upon seeing the plastic materials, the employee became very upset, expressed criticism for the company not taking any action, and left the meeting. The HR manager is put in charge of looking into environmentally friendly practices as well as resolving the conflict with this employee. The HR manager wants to investigate whether the recommendations made by the employees are reasonable actions for the company. Which should the HR manager do? > Conduct a focus group to ask employees about their green behaviors. > Consult other HR professionals in the industry to learn about their environmental practices. > Request budgetary funding to conduct a study next year on which business practices could be changed to reduce waste. > Compare the long-term financial savings between purchasing reusable items versus disposable items.

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

Which characteristic describes an effective professional network? > Comprised of a limited number of internal and external contacts in the HR profession > Respected members of the HR profession who can serve an immediate purpose > Focused on experts with formal organizational relationships to the network builder > Composed of internal and external members at different levels and in different roles

Answer: Composed of internal and external members at different levels and in different roles An effective professional network can include members from one's own organization as well as outside the organization. They may be HR professionals, but they may come from other disciplines. They can be above or below the network builder's own organizational level. They can contribute value to the network builder, and they can receive value.

A health-care organization is having difficulty recruiting and retaining licensed practical nurses (LPNs). A few years ago, the organization implemented an applicant tracking system (ATS), but HR has not been able to explore the data stored in the ATS because HR staff is too busy trying to fill the open positions. The HR manager is overwhelmed and feels like the department does not have the resources to overcome the staffing issues. Through the phone screening process and while reviewing the compensation requirements provided on candidates' applications, the HR manager suspects that the organization's starting salaries for LPNs are below market. Which action should the HR manager take to confirm this? > Conduct focus groups with LPNs at the organization to find out what they think starting salaries should be. > Ask candidates to provide information about the salary offers they have received from other organizations. > Survey the organization's hiring managers to collect information about why LPNs have declined job offers. > Contract with a third-party vendor to find out the starting salaries for LPNs at other organizations.

Answer: Contract with a third-party vendor to find out the starting salaries for LPNs at other organizations. 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 department manager contacts HR to discuss a situation involving a schedule change that was initiated for an employee three months ago. The employee has a medical condition and possibly needs surgery, and he requested the a change to his schedule until a decision can be made by his health-care provider. HR was not involved in the initial request. Other staff members are now becoming upset as this accommodation is causing an issue in the department. With no end date set, the manager is not certain of the status of the medical condition. The manager does not believe that the employee has a plan and therefore wants to reassign or terminate the employee. HR has been contacted for guidance on how to handle this situation. How can HR best manage future requests for modified schedules due to medical needs? > Coordinate an interactive meeting with HR, the manager, and the employee to review the request. > Contact the legal team for advice on how to proceed with the request. > Before an adjustment is granted, have the employee speak with HR to discuss needs. > Require that employees provide their manager with verification from a physician to support the request.

Answer: Coordinate an interactive meeting with HR, the manager, and the employee to review the request. 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.

Several employees have contacted the HR department multiple times about the company's lack of environmentally sustainable practices. In particular, employees have suggested that the company use reusable containers and utensils at official company events instead of plastic bottles and cups. Employees have provided alternative solutions, such as a cost estimate of a reusable liquid container with the company logo. Each time, the HR specialists have politely thanked the employees for their input but have not taken any specific action to avoid having to change contracts with the long-term vendor of supplies. At a recent company meeting, plastic cups and plates were used to serve refreshments and snacks. One of the employees who had been contacting the HR department was at the meeting. Upon seeing the plastic materials, the employee became very upset, expressed criticism for the company not taking any action, and left the meeting. The HR manager is put in charge of looking into environmentally friendly practices as well as resolving the conflict with this employee. Which should the HR manager do to persuade top management to adopt green initiatives? > Demonstrate the relationship between environmentally sustainable practices and company core values. > Suggest that adopting green initiatives can motivate employees to be more productive. > Explain that adopting green initiatives will contribute to a positive public image of the company. > Share research on the green initiatives that competitors within the industry are pursuing.

Answer: Demonstrate the relationship between environmentally sustainable practices and company core values. 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.

Despite the fact that an employee's team is scheduled to work from 9:00am - 5:00pm each day, the employee consistently stays out late for lunch and makes up the time at the end of the day. A new manager has recently taken over the department and notices this pattern of behavior. During an informal conversation, the manager mentions to the employee that the individual is taking extended lunches. The employee responds with, "What does it matter? I stay and make up the time." The manager is concerned that the behavior was previously allowed and wants to start documenting the tardiness. Additionally, the manager worries that the morale of the team is suffering, as three team members have approached her about the situation since she was hired. How can the HR generalist effectively assess whether to update the policy? > Conduct a complete overhaul of the employee handbook to review all employment policies. > Gather relevant employment law changes in effect to see if any pertain to extended lunches. > Determine when the last update was and partner with the HR manager to determine necessary updates. > Compare the current lunch hour policy with those of other companies in the area.

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

A new HR manager joins a manufacturing organization that is experiencing an increase in workplace safety incidents. These incidents are resulting in higher insurance costs, increased absences, reduced productivity, and lower-quality products. A review of compliance functions and key performance indicators shows an excessive increase in the last 12 months. This timeline coincides with the retirement of the compliance manager and the transfer of the duties related to managing workplace safety to the HR department. The manager also compares the number of incidents in the organization with industry standards and determines that the organization's incident rates are 50% greater than the industry average. The HR manager recognizes that changes need to be made immediately in the HR department to improve safety and protect employees from future incidents and injuries. The CEO tasks the HR manager with finding solutions to increase safety knowledge and decrease incidents in the organization. Several department managers approach the HR manager and state their concerns over the amount of safety incidents. What should the HR manager do to address their concerns? > Identify an independent consultant to provide recommendations. > Distribute and Post safety tips to all employees on a monthly basis. > Conduct safety checks in all departments weekly to hold employees accountable. > Develop a joint management-employee committee that discusses safety concerns.

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

The HR director of a 6,000-employee hospital is meeting with the hospital's CEO about potentially conducting an employee engagement survey. The hospital has never conducted an engagement survey. The hospital's turnover is low, and it pays competitive wages and benefits. It is nonunion except for about 200 employees in its food service department. There is a sense that a baseline assessment of employee work environment perceptions and the employees' commitment to serving patients is needed. While there is anecdotal evidence that employees are relatively satisfied with the work environment and committed to serving patients, employees have complained through the organizational hotline about lack of management support in some areas. Since other hospitals in the market have experienced union organizing activity, there is concern about possible unionization. While the CEO is interested in the survey, there is fear that it will raise employee expectations that the organization cannot meet, increasing employee dissatisfaction. The HR director is planning a follow-up meeting with the administrator and an external consultant. The goal is to share with the CEO best employer practices in conducting engagement surveys, the positive benefits of using surveys to improve morale, and appropriate engagement strategies and practices to support managers in improving performance and productivity. In developing the business case for the CEO in collaboration with the external consultant, which is the best action for the HR director to take? > Support the consultant in designing the engagement survey, providing appropriate guidance and feedback throughout the process. > Execute a formal contract specifying the consultant's relationship and expectations of engagement during the entire assignment. > Lead the engagement survey design, seeking coaching, support, and feedback from the consultant in managing obstacles. > Develop and present the business case, with the consultant's collaborative input during the development and presentation processes.

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

The HR director of a 6,000-employee hospital is meeting with the hospital's CEO about potentially conducting an employee engagement survey. The hospital has never conducted an engagement survey. The hospital's turnover is low, and it pays competitive wages and benefits. It is nonunion except for about 200 employees in its food service department. There is a sense that a baseline assessment of employee work environment perceptions and the employees' commitment to serving patients is needed. While there is anecdotal evidence that employees are relatively satisfied with the work environment and committed to serving patients, employees have complained through the organizational hotline about lack of management support in some areas. Since other hospitals in the market have experienced union organizing activity, there is concern about possible unionization. While the CEO is interested in the survey, there is fear that it will raise employee expectations that the organization cannot meet, increasing employee dissatisfaction. The HR director is planning a follow-up meeting with the administrator and an external consultant. The goal is to share with the CEO best employer practices in conducting engagement surveys, the positive benefits of using surveys to improve morale, and appropriate engagement strategies and practices to support managers in improving performance and productivity. The CEO moves forward with the engagement survey. What is the first step the HR director should take with the food service workers' union? > Engage the union, with hospital's labor counsel, in an exploratory discussion to discuss the possible participation of bargaining unit employees in the survey. > Initiate formal discussions with the labor union representatives about including food service workers in the survey and then seek labor council input. > Form a union and non-union employee participation committee to discuss conducting the engagement survey and seek their input in managing the project. > Do not engage the union in the engagement survey discussion because to do so could be in violation of applicable labor laws.

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

An employee at a large health-care company takes an extended leave of absence from work due to a personal matter. The company's policy states that the employee must re-apply for the position within a specified time period to be re-hired without having to go through the full external hiring process. The employee fails to meet the deadline for re-applying, and the position is filled with an external candidate. After finding out that the position was filled, the employee reports to the office. The employee begins yelling at the supervisor, demanding to have the employee's job back. The HR manager overhears the conversation and must respond to the situation. The HR manager must inform the employee that the employee will have to go through the external hiring process. Which action should the HR manager take when communicating this information to the employee? > Remind the employee that this is not a punishment for the employee's behavior toward the supervisor. > Provide the employee with information about the qualifications of the external candidates that have applied. > Explain the details of the policy and the process for re-applying as an external applicant. > Explain to the employee that the employee's previous experience in the position will be viewed favorably.

Answer: Explain the details of the policy and the process for re-applying as an external applicant. 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 company of office workers has an informal culture of maintaining the status quo in that many employees adequately perform job tasks to satisfy the bare minimum requirements. If employees complete their tasks early, they often stay at their desks to give the impression of working but are actually engaging in non-work-related activities. Instead of collaborating across departments to improve the quality of work and increase knowledge sharing, employees focus on completing their own tasks. Some supervisors are aware of this behavior, but most supervisors do not work in close proximity to their employees and are primarily focused on results. One day, the HR manager notices the administrative assistant using a craft machine to work on a personal project during work hours. The HR manager learns that the administrative assistant comes from a cultural background that differs from that of most other employees. Which step is most effective for the HR manager to take in conveying performance expectations to the administrative assistant? > Describe the differences in the two cultures to the administrative assistant. > Explain why the administrative assistant should not be working on a personal project during work hours. > Invite the administrative assistant to describe work behaviors from that culture. > Meet with the administrative assistant's supervisor to discuss how cultural differences may affect job performance.

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

The HR director of a 6,000-employee hospital is meeting with the hospital's CEO about potentially conducting an employee engagement survey. The hospital has never conducted an engagement survey. The hospital's turnover is low, and it pays competitive wages and benefits. It is nonunion except for about 200 employees in its food service department. There is a sense that a baseline assessment of employee work environment perceptions and the employees' commitment to serving patients is needed. While there is anecdotal evidence that employees are relatively satisfied with the work environment and committed to serving patients, employees have complained through the organizational hotline about lack of management support in some areas. Since other hospitals in the market have experienced union organizing activity, there is concern about possible unionization. While the CEO is interested in the survey, there is fear that it will raise employee expectations that the organization cannot meet, increasing employee dissatisfaction. The HR director is planning a follow-up meeting with the administrator and an external consultant. The goal is to share with the CEO best employer practices in conducting engagement surveys, the positive benefits of using surveys to improve morale, and appropriate engagement strategies and practices to support managers in improving performance and productivity. What is the best course of action for the HR director in proactively addressing employee concerns with the engagement survey? > Meet with the union representative and legal counsel to share insights and get their perspectives. > Analyze new employee complaints to determine recurring trends and patterns indicating the need for the survey. > Advise the CEO about employee insights gained from complaints that support or negate the need for the survey. > Explore employees' interest in participating in stay interviews to give insight to the organization.

Answer: Explore employees' interest in participating in stay interviews to give insight to the organization. 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 business partner is leading an employee committee tasked with developing a program of employee appreciation events. Two of the committee members are embroiled in what has become personal antagonism. The two committee members interrupt each other during meetings and are rude in front of the others. How could the business partner have best avoided this situation? Ground rules for behavior in meetings should have been established at the first meeting. The business partner should have asked the employees' managers to assign committee members who get along with each other. The business partner should take the two members aside in a private conversation and try resolve their differences. The situation could not have been avoided. The business partner does not have the required authority.

Answer: Ground rules for behavior in meetings should have been established at the first meeting. The conflict is wasting the time of the other committee members and could have been avoided by setting and enforcing ground rules for meeting behavior early. Perhaps the conflict can be resolved now, but it is late in the process.

During the yearly performance and sales review at an organization, an HR manager realizes that the sales goal and bonus structure could potentially incentivize individuals to move closings from one quarter to the next as needed to meet quarterly sales goals. Leadership, mid-level management, and the salespeople have different bonus structures-annually for leadership, quarterly for mid-level managers, and monthly for salespeople. This has created a disconnect between the different groups and created different motivations. The HR manager presents an analysis of the data to the CEO. The CEO determines that, while this bonus structure may have worked in the past, it needs to be changed and the bonus structure of the different groups needs to be aligned. She tasks the HR manager with crafting a new bonus structure and implementing it after she has approved it. What should the HR manager do first to create a bonus structure that is compatible with organizational goals and drives employee performance? > Hire an outside organization to conduct a remuneration survey of competitors and their bonus structure. > Conduct interviews with employees to determine what changes they would like to see. > Determine the average time required to close a sale, and use that to create a new plan. > Determine if salaries lead, lag, or match the market in order to determine if a bonus plan is still needed.

Answer: Hire an outside organization to conduct a remuneration survey of competitors and their bonus structure. 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 health-care organization is having difficulty recruiting and retaining licensed practical nurses (LPNs). A few years ago, the organization implemented an applicant tracking system (ATS), but HR has not been able to explore the data stored in the ATS because HR staff is too busy trying to fill the open positions. The HR manager is overwhelmed and feels like the department does not have the resources to overcome the staffing issues. The HR manager begins exploring the ATS data and notices that university relations is the top source of incoming applications for LPN positions. Which action should the HR manager take based on this information? > Host recruitment fairs with local universities to advertise for vacant LPN positions. > Revise hiring procedures to grant preference to university applicants for vacant LPN positions. > Contact faculty members in nursing departments at the universities that have resulted in the most applications. > Ask current LPNs at the health-care organization to speak with contacts at their alma maters about job opportunities at the organization.

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

An organization has hired a new HR director. Which action should the director take first after meeting and getting to know the HR staff? > Develop programs to submit to management for support > Gain input about priorities and possible budget items > Perform a risk assessment of the HR function > Identify and understand internal and external stakeholders

Answer: Identify and understand internal and external stakeholders Identifying stakeholders and their interests will provide the information the director will need to interpret staff recommendations and perform the assessment and analysis needed to develop an HR business plan.

An organization has witnessed a steady decline in revenue for the past 9 months. Department managers are highly competitive and favor an authoritarian management style with their teams, contributing to low employee morale. Communication across departments is infrequent, employees are distrustful of their managers, and work teams are continually experiencing delays. Product quality is decreasing and customers are complaining. The CEO tasks an HR manager with investigating workplace problems and developing solutions. With the CEO's approval, the HR manager begins monthly training workshops with department managers to encourage teamwork and collaboration. An employee submits a complaint stating that a lack of trust prevents the employee from approaching the department manager when problems arise. How should the HR manager respond? > Role-play with the employee on how to talk through problems with the manager. > Facilitate a meeting between the employee and the department manager. > Conduct employee-only focus groups to identify the causes of distrust in the department. > Invite the employee to a meeting to discuss the complaint in greater detail.

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

An HR manager is new at an organization and wants to start networking. Which is the best way to get this process going? > Listen to the needs of anyone the manager comes into contact with and offer to help if they can. > Make themselves likeable by smiling and praising each person in some way. > Informally discuss one need the manager has with each person they come into contact with. > Make a list of the manager's needs and ask others to help them cross things off the list. Submit

Answer: Listen to the needs of anyone the manager comes into contact with and offer to help if they can. Networking starts with listening and helping others with their needs. Understanding and helping colleagues with their needs will pay dividends when the manager presents their own needs, because colleagues will be more receptive to listen and help. For example, a department lead might provide access to a person in his or her department.

During the yearly performance and sales review at an organization, an HR manager realizes that the sales goal and bonus structure could potentially incentivize individuals to move closings from one quarter to the next as needed to meet quarterly sales goals. Leadership, mid-level management, and the salespeople have different bonus structures-annually for leadership, quarterly for mid-level managers, and monthly for salespeople. This has created a disconnect between the different groups and created different motivations. The HR manager presents an analysis of the data to the CEO. The CEO determines that, while this bonus structure may have worked in the past, it needs to be changed and the bonus structure of the different groups needs to be aligned. She tasks the HR manager with crafting a new bonus structure and implementing it after she has approved it. Which would be the most effective way to communicate the new plan? > Decide on a date that the new plan will go into effect and announce it by e-mail. > Host small gatherings of employees in which the plan is reviewed. > Hold a company-wide town hall and announce the changes. > Meet first with managers and then with individual teams to discuss the new plan and its benefits.

Answer: Meet first with managers and then with individual teams to discuss the new plan and its benefits. 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 employee relations (ER) manager has been tasked with hosting a company event so employees can meet coworkers in other parts of the company. How should the ER manager approach this task? > Meet with functional managers throughout the company to gather ideas. > Prepare a cost-benefit analysis and present it to the chief human resources officer. > Send a company-wide communication outlining the event details. > Schedule a meeting with the CEO to discuss event ideas.

Answer: Meet with functional managers throughout the company to gather ideas. Meeting with managers in other departments is a win-win tactic. It begins to expand the ER manager's internal network, and it gives these managers input into the event planning. The other options exclude other members of the organization.

A health-care organization is having difficulty recruiting and retaining licensed practical nurses (LPNs). A few years ago, the organization implemented an applicant tracking system (ATS), but HR has not been able to explore the data stored in the ATS because HR staff is too busy trying to fill the open positions. The HR manager is overwhelmed and feels like the department does not have the resources to overcome the staffing issues. The HR manager wants to hire HR data analysts to explore the ATS data. However, senior leadership is unwilling to approve this without seeing an improvement in employee retention first. Which action should the HR manager take to find a solution that is agreeable for both parties? Meet with senior leadership to discuss their expectations for employee retention. Recommend that senior leadership approve the hiring of additional HR staff to work on employee retention initiatives. Ask senior leadership if they would be willing to approve the hiring of HR data analysts if LPN vacancies were filled instead. Tell senior leadership that the HR manager is unwilling to work on employee retention until HR data analysts are hired.

Answer: Meet with senior leadership to discuss their expectations for employee retention. 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.

Several employees have contacted the HR department multiple times about the company's lack of environmentally sustainable practices. In particular, employees have suggested that the company use reusable containers and utensils at official company events instead of plastic bottles and cups. Employees have provided alternative solutions, such as a cost estimate of a reusable liquid container with the company logo. Each time, the HR specialists have politely thanked the employees for their input but have not taken any specific action to avoid having to change contracts with the long-term vendor of supplies. At a recent company meeting, plastic cups and plates were used to serve refreshments and snacks. One of the employees who had been contacting the HR department was at the meeting. Upon seeing the plastic materials, the employee became very upset, expressed criticism for the company not taking any action, and left the meeting. The HR manager is put in charge of looking into environmentally friendly practices as well as resolving the conflict with this employee. How should the HR manager respond to the employee who left the meeting? > Report the employee's behavior to the employee's supervisor. > Set up a meeting with the employee to discuss immediate steps the company can take to be more environmentally friendly. > Tell the employee that it was unprofessional to leave the meeting in a disruptive manner. > Meet with the employee to acknowledge the employee's frustration and explain that the company is reviewing environmentally friendly options.

Answer: Meet with the employee to acknowledge the employee's frustration and explain that the company is reviewing environmentally friendly options. 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 recruiter made an offer to a candidate of an annual salary that was below the candidate's minimum desired compensation. After discussing additional benefits (for example, an extra week of paid vacation), both parties came to an agreement. What is this process called? > Negotiation > Intercession > Arbitration > Conflict resolution

Answer: Negotiation During negotiation, both parties work together to reach an amicable agreement. Arbitration would be unnecessary in this situation, and an intercession was not needed on behalf of either party. Conflict resolution can involve negotiation, but it is not the best answer here.

Despite the fact that an employee's team is scheduled to work from 9:00am - 5:00pm each day, the employee consistently stays out late for lunch and makes up the time at the end of the day. A new manager has recently taken over the department and notices this pattern of behavior. During an informal conversation, the manager mentions to the employee that the individual is taking extended lunches. The employee responds with, "What does it matter? I stay and make up the time." The manager is concerned that the behavior was previously allowed and wants to start documenting the tardiness. Additionally, the manager worries that the morale of the team is suffering, as three team members have approached her about the situation since she was hired. If the employee agrees to stop returning from lunch late, which action should the HR generalist suggest to the manager? > Inform the three employees that have been complaining about this particular employee that the issue is resolved. > Instruct the manager to keep detailed notes each day on what time the employee leaves for lunch and returns. > Note the date and time the employee agrees to the policy and send a recap e-mail to the employee regarding the acknowledgment and expectations. > Reiterate to the employee that if the employee does not follow the policy going forward, there will be documentation.

Answer: Note the date and time the employee agrees to the policy and send a recap e-mail to the employee regarding the acknowledgment and expectations. 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 department manager contacts HR to discuss a situation involving a schedule change that was initiated for an employee three months ago. The employee has a medical condition and possibly needs surgery, and he requested the a change to his schedule until a decision can be made by his health-care provider. HR was not involved in the initial request. Other staff members are now becoming upset as this accommodation is causing an issue in the department. With no end date set, the manager is not certain of the status of the medical condition. The manager does not believe that the employee has a plan and therefore wants to reassign or terminate the employee. HR has been contacted for guidance on how to handle this situation. What is the most effective action the HR director should take to resolve the questions arising around the employee's accommodation? > Allowing the manager to work out a reasonable resolution without any further guidance from HR > Discontinuing the modified schedule until more information is gathered and validated by a medical professional > Documenting the details of the request for a modified schedule along with the manager's actions to date > Obtaining more information about the employee's limitations to determine if the current schedule adjustment is appropriate

Answer: Obtaining more information about the employee's limitations to determine if the current schedule adjustment is appropriate 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.

Despite the fact that an employee's team is scheduled to work from 9:00am - 5:00pm each day, the employee consistently stays out late for lunch and makes up the time at the end of the day. A new manager has recently taken over the department and notices this pattern of behavior. During an informal conversation, the manager mentions to the employee that the individual is taking extended lunches. The employee responds with, "What does it matter? I stay and make up the time." The manager is concerned that the behavior was previously allowed and wants to start documenting the tardiness. Additionally, the manager worries that the morale of the team is suffering, as three team members have approached her about the situation since she was hired. How should the HR generalist advise the manager if she insists on documenting the employee behavior? > Terminate the employee, despite the fact that the behavior is not documented, and expect that the next hire adheres to the policy. > Advise that it would be detrimental for the manager to document this, as she is new to the company and has not yet established credibility. > Instruct the manager to compile whatever documentation she feels is appropriate in this particular situation. > Partner with the manager and her supervisor to gain effective buy-in that expectations must be reset before documentation can commence.

Answer: Partner with the manager and her supervisor to gain effective buy-in that expectations must be reset before documentation can commence. 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 management team has stated that new projects cannot be funded now. The HR department wants to implement an employee engagement survey. HR presents how the organization benefits from a survey. Interested, the management team tells HR that if HR can find a portion of the funding in its budget, management will find the rest. What negotiation style is this? > Brinksmanship > Soft > Hard > Principled

Answer: Principled During principled negotiation, the negotiators seek a win-win situation, a solution that benefits both sides. In this case, HR gets its survey, the management team controls its costs, and the organization receives the benefits of the survey. "Soft" negotiators value the relationship more than the root situation, and "hard" negotiators are committed to winning regardless of what is at stake. Brinksmanship is a coercive tactic aimed at forcing the other side to accept an offer.

The CEO wants to acquire a small competitor and arranges an introductory meeting with the competitor's business owner. The HR director knows that the CEO is busy and has a habit of being overly direct. What advice should the HR director give to the CEO prior to the meeting? > Seek out similar businesses and begin negotiations with those businesses. > Take a brinkmanship tactic to swiftly resolve the negotiations. > Spend time building rapport with and getting to know the business owner. > Put together a generous offer in order to convince the business owner to sign quickly.

Answer: Spend time building rapport with and getting to know the business owner. Relationship building, which includes building rapport, is an integral part of the negotiation process. A generous offer would not result in the best financial outcome for the business. Brinkmanship "take it or leave it" negotiation tactics are risky and can destroy trust. Seeking out similar businesses and having them compete to be purchased obscures the original objective to purchase a specific business.

A company of office workers has an informal culture of maintaining the status quo in that many employees adequately perform job tasks to satisfy the bare minimum requirements. If employees complete their tasks early, they often stay at their desks to give the impression of working but are actually engaging in non-work-related activities. Instead of collaborating across departments to improve the quality of work and increase knowledge sharing, employees focus on completing their own tasks. Some supervisors are aware of this behavior, but most supervisors do not work in close proximity to their employees and are primarily focused on results. One day, the HR manager notices the administrative assistant using a craft machine to work on a personal project during work hours. Some supervisors approach the HR manager to request help with cultivating a culture of proactivity in their employees. What guidance should the HR manager provide? > Recommend that supervisors engage more frequently with their employees. > Provide examples of positive and negative reinforcers to implement. > Advise supervisors to model proactive behaviors for their employees. > Suggest that supervisors meet individually with employees to learn about their goals.

Answer: Recommend that supervisors engage more frequently with their employees. 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 company of office workers has an informal culture of maintaining the status quo in that many employees adequately perform job tasks to satisfy the bare minimum requirements. If employees complete their tasks early, they often stay at their desks to give the impression of working but are actually engaging in non-work-related activities. Instead of collaborating across departments to improve the quality of work and increase knowledge sharing, employees focus on completing their own tasks. Some supervisors are aware of this behavior, but most supervisors do not work in close proximity to their employees and are primarily focused on results. One day, the HR manager notices the administrative assistant using a craft machine to work on a personal project during work hours. The administrative assistant's supervisor tells the HR manager that there is no problem as long as job tasks are completed on time. How should the HR manager respond to the supervisor? > Recommend that the supervisor meet with the administrative assistant to identify career goals and create a job enrichment plan. > Notify the supervisor that allowing this behavior is demotivating to other employees. > Suggest revisions to the administrative assistant's job description to include more complex tasks. > Advise delegating some of the supervisor's tasks to the administrative assistant.

Answer: Recommend that the supervisor meet with the administrative assistant to identify career goals and create a job enrichment plan. 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.

Several employees have contacted the HR department multiple times about the company's lack of environmentally sustainable practices. In particular, employees have suggested that the company use reusable containers and utensils at official company events instead of plastic bottles and cups. Employees have provided alternative solutions, such as a cost estimate of a reusable liquid container with the company logo. Each time, the HR specialists have politely thanked the employees for their input but have not taken any specific action to avoid having to change contracts with the long-term vendor of supplies. At a recent company meeting, plastic cups and plates were used to serve refreshments and snacks. One of the employees who had been contacting the HR department was at the meeting. Upon seeing the plastic materials, the employee became very upset, expressed criticism for the company not taking any action, and left the meeting. The HR manager is put in charge of looking into environmentally friendly practices as well as resolving the conflict with this employee. The HR manager learns that the company's long-term vendor does not offer environmentally friendly options. How should the HR manager move forward with procuring such products? > Request that the long-term vendor offer environmentally sustainable products. > Ask the long-term vendor if it is willing to lower its prices given the lack of environmentally friendly options. > Ask the long-term vendor if it knows any other vendors that offer a good selection of environmentally friendly options. > Ask the purchasing department to discuss environmentally friendly options with the long-term vendor.

Answer: Request that the long-term vendor offer environmentally sustainable products. 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.

HR is negotiating a contract. The salesperson is difficult to work with and insists that if the contract is not signed today, the favorable terms of the contract will change. Many of the terms are in alignment with the company's needs; however, some are not. What should the HR professional do? > Accept the terms of the contract as offered by the salesperson. > Retreat and concede the core points of the negotiating position. > Walk away from the situation and look elsewhere. > Restate the needs of the organization and focus on mutual needs.

Answer: Restate the needs of the organization and focus on mutual needs. In contract negotiation, it is HR's role to advocate for the needs of the organization. HR should restate the needs to the salesperson and try to resolve the conflict. Conceding or accepting poor terms is incorrect as it puts the organization at risk. Walking away prevents the company from receiving the items it needs.

A company of office workers has an informal culture of maintaining the status quo in that many employees adequately perform job tasks to satisfy the bare minimum requirements. If employees complete their tasks early, they often stay at their desks to give the impression of working but are actually engaging in non-work-related activities. Instead of collaborating across departments to improve the quality of work and increase knowledge sharing, employees focus on completing their own tasks. Some supervisors are aware of this behavior, but most supervisors do not work in close proximity to their employees and are primarily focused on results. One day, the HR manager notices the administrative assistant using a craft machine to work on a personal project during work hours. How should the HR manager increase collaboration and knowledge sharing across departments? > Facilitate a meeting with all department heads to encourage teamwork among their employees. > Suggest a job rotation program so employees become familiar with other departments. > Create a company-wide newsletter to include a status update from each department about important work tasks. > Conduct focus groups for employees to recognize opportunities for cross-training.

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

A new HR manager joins a manufacturing organization that is experiencing an increase in workplace safety incidents. These incidents are resulting in higher insurance costs, increased absences, reduced productivity, and lower-quality products. A review of compliance functions and key performance indicators shows an excessive increase in the last 12 months. This timeline coincides with the retirement of the compliance manager and the transfer of the duties related to managing workplace safety to the HR department. The manager also compares the number of incidents in the organization with industry standards and determines that the organization's incident rates are 50% greater than the industry average. The HR manager recognizes that changes need to be made immediately in the HR department to improve safety and protect employees from future incidents and injuries. The CEO tasks the HR manager with finding solutions to increase safety knowledge and decrease incidents in the organization. Which approach should the HR manager take to identify the reasons for the excessive number of safety incidents? > Review employee work logs for a relationship between hours worked and incidents. > Ask department managers about the possible cause of the increase in incidents. > Observe employees while they are working to watch for unsafe behaviors. > Review incident reports for the last 12 months to determine if there are patterns.

Answer: Review incident reports for the last 12 months to determine if there are patterns. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.

A new HR manager joins a manufacturing organization that is experiencing an increase in workplace safety incidents. These incidents are resulting in higher insurance costs, increased absences, reduced productivity, and lower-quality products. A review of compliance functions and key performance indicators shows an excessive increase in the last 12 months. This timeline coincides with the retirement of the compliance manager and the transfer of the duties related to managing workplace safety to the HR department. The manager also compares the number of incidents in the organization with industry standards and determines that the organization's incident rates are 50% greater than the industry average. The HR manager recognizes that changes need to be made immediately in the HR department to improve safety and protect employees from future incidents and injuries. The CEO tasks the HR manager with finding solutions to increase safety knowledge and decrease incidents in the organization. What should the HR manager do to increase his own knowledge of safety practices and outcomes in the organization? > Visit similar manufacturing organizations to find out about their safety procedures. > Interview employees at the organization about safety practices they use. > Review incident reports from the past five years to identify themes and common problems. > Watch manufacturing safety videos to become familiar with industry best practices.

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

An organization has witnessed a steady decline in revenue for the past 9 months. Department managers are highly competitive and favor an authoritarian management style with their teams, contributing to low employee morale. Communication across departments is infrequent, employees are distrustful of their managers, and work teams are continually experiencing delays. Product quality is decreasing and customers are complaining. The CEO tasks an HR manager with investigating workplace problems and developing solutions. With the CEO's approval, the HR manager begins monthly training workshops with department managers to encourage teamwork and collaboration. The CEO asks the HR manager to determine the root cause of the competitive culture of the organization. How should the HR manager collect this information? > Compile past exit interview comments. > Conduct a focus group with employees from each department. > Schedule individual interviews with each department manager. > Review past employee complaints for common themes.

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

An organization has witnessed a steady decline in revenue for the past 9 months. Department managers are highly competitive and favor an authoritarian management style with their teams, contributing to low employee morale. Communication across departments is infrequent, employees are distrustful of their managers, and work teams are continually experiencing delays. Product quality is decreasing and customers are complaining. The CEO tasks an HR manager with investigating workplace problems and developing solutions. With the CEO's approval, the HR manager begins monthly training workshops with department managers to encourage teamwork and collaboration. The HR manager believes that department managers do not understand the responsibilities of other departments, which isolates them from each other. What should the HR manager do? > Temporarily transfer department managers across departments to gain experience working with different groups. > Schedule weekly cross-departmental manager meetings to discuss department functions and challenges. > Host a workday retreat for department managers to learn about the different departments. > Conduct a communication workshop training session for department managers.

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

An HR manager for a trucking company is new to her profession, her job, and her community. She wants to build a professional network in her new community. Which external stakeholder would offer the most value to the HR manager at this point in her career? > The head of the company's logistics department > A member of the state house committee on transportation > The guidance counselor at the local high school > The manager at the local bank

Answer: The guidance counselor at the local high school The HR manager can probably establish a mutually beneficial relationship with the high school guidance counselor. The counselor can provide the HR manager with an understanding of the labor pool and access to recruits, while the HR manager can visit classes or arrange internships. The logistics head is an internal stakeholder. The bank manager and the state house member would be useful contacts in a few years, when the HR manager is ready for more strategic business activities.

An HR generalist joins an organization and seeks to form relationships with internal stakeholders. Which approach should the generalist take to foster and grow connections? > Try to create trust and establish an equal exchange of ideas and expertise. > Find people in the organization who are close to sources of power and influence. > Focus on connections that can translate into direct wins for the HR department. > Wait for other people to introduce themselves rather than taking the initiative.

Answer: Try to create trust and establish an equal exchange of ideas and expertise. Effective relationships are based on shared values and mutual interests and aid. Relationships should be mutually beneficial and not be used to advance only one party. Looking for influence and wins will not create trust in the long run. Being passive about relationship building shows a lack of leadership and courage.

A global corporation is engaging in negotiation with a partner organization in a country outside of headquarters. How should the HR manager prepare for negotiation discussions to create win-win outcomes? > Define and act upon cues that signal a desire to avoid conflict > Understand the values and negotiation styles of the other country > Identify ways to reach a compromise quickly > Clarify the position and adhering to the defined perspective

Answer: Understand the values and negotiation styles of the other country Understanding the values and negotiation styles of the other country creates ease, trust, and respect. Seeking quick compromise, adhering to a defined perspective, and conflict avoidance are actions that do not support a win-win outcome.

Under which circumstances should ignoring conflict be used as a conflict management strategy? When the leader does not want to be associated with a negative outcome When the issue will resolve itself without damaging the team processes and relationships When failure in mediating and resolving the conflict would weaken the leader's position When the team needs to develop a win-win, mutual-gain resolution to the conflict without the leader's influence

Answer: When the issue will resolve itself without damaging the team processes and relationships Ignoring conflicts can be a reasonable conflict resolution tactic when the stakes are small (there will be little damage done) or the conflict is likely to resolve itself in the near future. For example, an HR manager may know that a difficult team member will be transferring to another location soon.

Define Stakeholder concept.

Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.

Define Negotiation.

Process by which two or more parties work together to reach agreement on a matter.

Define Principled negotiation.

Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.

Define Networking.

Process of developing mutually beneficial contacts through the exchange of information.