Assessment test 2

Which is the best strategy a compensation director should use when there has been movement in the market rates of key positions that need to be filled quickly? A) Weight positions to higher levels. B) Assess the current market. C) Factor for geography. D) Age the salary data.

D) Age the salary data. (Aging data addresses movement in market rates by adjusting outdated data. Aging data means the process of taking different survey data and adjusting them to a common point).

The new vice president of HR is tasked with developing a total rewards strategy in her organization. How should the VP begin the process? A) Conduct a workforce needs assessment. B) Present a business case to senior leadership. C) Create a pay scale matrix with job grades. D) Develop a compensation philosophy.

D) Develop a compensation philosophy. (A compensation philosophy is a short (but broad) statement documenting the organization's guiding principles and core values about employee compensation. Ideally, development of the compensation philosophy should precede development of the total rewards strategy, because the philosophy essentially serves as a mission statement that informs the total rewards strategy.)

A software company is opening a facility in China. Some U.S. management and key personnel will be transferred; however, most new employees will be hired in China. Company executives want more information about the Chinese workforce, including a workforce evaluation of the labor market in China. What first step should be accomplished as soon as possible? A) Conducting a supply analysis of available employees. B) Identifying flexible staffing arrangements available in the new region. C) Completing replacement and succession plans for the new facility. D) Creating a talent acquisition strategy to recruit skilled talent.

A) Conducting a supply analysis of available employees. (Evaluating the current supply of U.S. workers and Chinese workers will help to identify the skill sets required and how many workers from each country will be needed.)

As part of an organization's strategy to highlight the full value of what it offers to employees, which is the best tactic a total rewards manager should consider? A) Provide an individualized total compensation statement to employees. B) For transparency in pay, make all salary ranges public. C) Send consistent messages to employees regarding their wages. D) Communicate how much health insurance costs the employer.

A) Provide an individualized total compensation statement to employees. (Individualized total compensation statements show the total value of the base pay, incentives, and benefits package so employees can clearly see the value they receive in the total compensation package.)

An HR leader meets frequently with the operations head to discuss staffing needs. They meet in the operations head's office, where they are frequently interrupted by operations supervisors with needs they insist are urgent. The HR leader needs the operations head to understand aspects of the labor market that will be affecting recruiting strategies. What obstacle must the HR leader overcome? A) The operation head's lack of strategic awareness. B) Communication noise. C) Goal conflicts between HR and operations. D) Task conflicts affecting the meeting.

B) Communication noise. (The HR leader must persuade the head of operations to move the meeting to a setting that will eliminate the constant interruptions, which have become a source of "noise" in the communication loop. The noise interferes with the ability of the HR leader to confirm the head of operation's understanding and with the head of operations' ability to decode the message from HR. Noise - In communication, any factor that can disrupt the sending and receipt of a message—for example, physical factors such as loud environments, cultural factors such as a distinctive accent, or cognitive factors such as the use of unfamiliar jargon.)

What is the value of a balanced scorecard? A) Demonstrates how effectively a company is achieving key business objectives. B) Helps support a clear line of sight from strategic goals to strategic performance. C) Compares company's processes and performance metrics to industry standards. D) Assesses whether a company is on track to achieve its defined business goals.

B) Helps support a clear line of sight from strategic goals to strategic performance. (Balanced Scorecard - performance management tool that describes an organization's overall performance, as measured against goals, lagging indicators, & leading indicators. Lagging indicator - Type of metric describing an activity or change in performance that has already occurred. Leading indicator - type of metric describing an activity that can change future performance and predict success in the achievement of strategic goals ).

An organization has announced that no salary increases above 1.5% will be allowed and budgets should be set accordingly. What would be a likely impact on HR's budget? A) Reduced HR head count and internal HR development. B) Increased budget for additional benefit programs. C) Decreased recruiting and hiring costs. D) Postponement of employee online self-service center.

B) Increased budget for additional benefit programs. (The organization will probably need to look at other ways to attract and retain employees, such as more creative, customized benefit programs. The salary cap will not necessarily affect hiring needs and HR staffing and operating costs. Nor will it directly affect capital expenditures, such as the self-service center, that may support the organization's business strategy by, for example, increasing operational efficiency.)

When is an authoritative approach to leadership most likely to be effective? A) When various catastrophes threaten a team's ability to meet its goal on schedule. B) When the team is willing to work toward a goal but is not yet sure of how to get there. C) When the team shows signs of resisting the change the leader is trying to introduce. D) When the leader is new to the organization and its problems and needs to establish trust.

B) When the team is willing to work toward a goal but is not yet sure of how to get there. (An authoritative leader leads by providing a bold vision and inviting team members to follow and join in achieving a goal. This is effective when the team is motivated and skilled but does not yet have direction.)

An organization's IT and HR functions both report a gender imbalance. How should the HR director approach this situation? A) By reporting that these retention issues are probably related to the glass ceiling that exists in the organization. B) By expanding the focus of benefits to include family-friendly options in order to increase retention in these departments. C) By surveying these populations to understand why each gender is not applying for jobs in the underrepresented departments. D) By analyzing representation, hiring, and retention as well as labor market data for these functions to benchmark gaps.

D) By analyzing representation, hiring, and retention as well as labor market data for these functions to benchmark gaps. (Different divisions within an organization may face very different staffing issues regarding gender. However, it is important to analyze representation, retention, and hiring to determine what is occurring. Looking at labor market data for percentages of women in IT positions, for example, could help determine what is available for hiring within the local labor market. You cannot determine if this is a glass ceiling issue without analyzing further, and a survey will not give you the data you need for a strategic plan.)

A new knowledge management effort has lost traction. Senior employees are not motivated to train their replacements, and the younger employees resent not getting the training. Which potential solution should HR recommend to help both groups gain better understanding and demonstrate empathy with one other? A) Punishing senior staff with negative performance review ratings. B) Tying compensation to knowledge management outcomes. C) Planning an off-site meeting to uncover all issues. D) Establishing intergenerational mentoring programs throughout the organization.

D) Establishing intergenerational mentoring programs throughout the organization. (Intergenerational mentoring programs will best enable better understanding and empathy between generations. Both generations can learn from each other and invest energy in each other's success.)

As a strategic HR practitioner, how would you approach the task of aligning HR's goals to the organization's strategy? A) Align goals to the organization's legacy practices. B) Focus on the organization's short-term goals. C) Focus on training new employees. D) Identify where new skills are needed.

D) Identify where new skills are needed. (As part of its strategic management, HR creates strategies to achieve goals aligned with the organization's strategy. Identifying where new skills are needed is an example of this strategy.)

A small organization does not have the time or resources to administer benefits, payroll, or personnel records programs. Which flexible staffing alternative is an option for them? A) Instituting a temp-to-hire program. B) Hiring independent contractors instead of employees. C) Using in-house temporary employees. D) Leasing employees from a professional employer organization.

D) Leasing employees from a professional employer organization. (In this staffing alternative, an organization transfers all or substantially all employees at a discrete site or facility to the payroll of an employee leasing firm. The PEO leases employees back to the organization while handling most of the HR administrative functions (e.g., payroll, benefits).

The CEO of an organization has requested regular, comprehensive reports on staffing, turnover, engagement, and performance. What would be the most effective strategy to fulfill this request? A) Begin a project to implement an HR dashboard. B) Create reports using spreadsheets. C) Engage with a consulting firm. D) Implement employee self-service.

A) Begin a project to implement an HR dashboard. (Dashboards show metrics in real time and are designed to provide information for making strategic decisions.)

In a casual conversation, an operations manager expresses concern to an HR manager about operations' ability to argue persuasively for funding to develop a new order fulfillment system in the upcoming budgeting cycle. Which approach should HR recommend to best demonstrate collaboration toward an effective solution? A) Coaching sessions with supervisors to improve operations' productivity. B) Cost-benefit analysis of the new system's strategic impact. C) Training for operations personnel in new quality control techniques D) Workshops in enhanced teamwork, motivation, and leadership techniques

B) Cost-benefit analysis of the new system's strategic impact. (HR can help operations conduct a cost-benefit analysis that includes labor-related costs and savings (e.g., savings in wages from increased efficiency, costs for training employees in the new system). This analysis can support the strategic impact of the investment and provide the basis for measuring strategic success in this area. Providing training and coaching will not address operations' need to align its activity with the organization's strategy.)

What action should HR take to validate that recruiting goals support the overall strategy? A) Review recruiting metrics with hiring managers to establish goals. B) Create a value driver tree to determine if there is a sight line to the strategy. C) Set recruiting goals to target candidates that fit the culture of the company. D) Measure results of recruiting objectives to make certain all are being met.

B) Create a value driver tree to determine if there is a sight line to the strategy. (A value driver tree is a tool that may be used to map enterprise-level goals to the functional level. Completing an assessment using a value tree would validate whether or not there is line of sight in recruiting goals.)

Which is the best course of action to incorporate concerns raised by works councils about a proposed staffing plan for multiple countries across Europe? A) Reviewing the plan with experts in local labor law. B) Holding ongoing discussions with works council leaders. C) Involving local managers in the creation of the tactical plan. D) Addressing issues as they are raised by union representatives.

B) Holding ongoing discussions with works council leaders. (Devising a plan to gain the support of the works council, while still meeting organizational goals, is a way to head off future labor issues. Contacting works council leaders in advance can help clarify these issues and begin the dialogue. Works councils - Groups that represent employees, generally on a local or organizational level, for the primary purpose of receiving from employers and conveying to employees information about the workforce and the health of the enterprise.)

An organization has had difficulty sustaining its diversity and inclusion effort during economic downturns and has experienced resistance from managers and employees alike. What might be recommended to help this organization? A) Increased attentiveness to training and development. B) Increased alignment between business strategy and diversity initiatives. C) Increased attentiveness to backlash from employees. D) Increased use of outside facilitators and trainers.

B) Increased alignment between business strategy and diversity initiatives. (Diversity and inclusion initiatives will falter unless they are aligned with business strategy.)

A manager has to leave work in the middle of the day because of a sick child. The employer does not have a paid time off policy. The manager notes a deduction equivalent to a half-day of salary in his nest paycheck. What is a possible outcome? A) Violation of Family and Medical Leave Act. B) Loss of the overtime exemption. C) Challenge of manager's employee status. D) Reduced absenteeism.

B) Loss of the overtime exemption. (This would be considered an improper deduction under the Fair Labor Standards Act and the employer risks losing its overtime exemption. The employer should implement a paid time-off policy, and if the manager has used all the allotted time, the matter should be handled through a disciplinary process.)

Which is a characteristic of activity-based budgeting? A) Ranking each business unit's goals to determine funding approvals. B) Adjusting business unit funding based on a specific overall reduction. C) Considering the cost and strategic significance of key tasks. D) Increasing the prior budget by a set percentage.

C) Considering the cost and strategic significance of key tasks. (In activity-based budgeting, funding is based on the costs and strategic significance of different enterprise activities.)

What are the typical goals that drive the operations part of an organization? A) Employee safety and revenue. B) Innovation and alignment with market needs. C) Risk minimization and financial accountability. D) Efficiency and quality.

D) Efficiency and quality. (Operations is in charge of creating products or services that meet cost, volume, and quality standards. Meeting volume targets within budget costs requires efficiency. HR can help operations be more efficient by ensuring an adequate number of employees with the right knowledge, skills, and abilities.)

HR works with the executive leadership team to redesign the company's operational structure. HR brings on an external consultant to determine next steps. What should be the consultant's initial recommendation to HR? A) Design a possible solution to the identified problem. B) Determine if there is money in the budget for the initiative. C) Outline the steps necessary to implement the initiative. D) Gain agreement on the initiative's objectives.

D) Gain agreement on the initiative's objectives. (The initiative's objectives will drive later decisions about budget, the most effective solutions, and necessary steps.)

An organization implements employee self-service through an HR portal for employees to check their personal data, update information, and handle expense reporting. What will likely be the most important impact of this initiative? A) The organization will need to determine the complexity of tasks. B) Employees may feel that they are doing HR's work. C) Users will be notified when their changes are made. D) HR head count may be reduced due to time savings.

D) HR head count may be reduced due to time savings. (The most important impact is that HR head count may be reduced due to the new efficiencies and time savings.)

After careful research, a company decides to expand its services into a new, growing market. What is most likely to occur as result of this expansion? A) Market disruption B) Labor fluctuations C) Better work/life balance D) New organizational structure

D) New organizational structure (Organizational structure refers to the way in which work groups are related. Organizational interventions are required when an organization has changed its competitive strategies and needs to develop new skills and traits—for example, skills needed to respond to market changes quickly. The organizational design must be focused in a new direction. New organizational structures often accompany organizational growth based on new needs.)

Managers of a major restaurant chain are seeking ways to reward employees' contributions in conjunction with the restaurant's success. How should the HR leader guide managers toward creating an effective rewards system? A) Distribute the rewards equally among units. B) Give the rewards to teams rather than individuals. C) Make the rewards primarily financial in nature. D) Tie the rewards to strategic activities.

D) Tie the rewards to strategic activities. (Without regard to individual cultures, effective rewards systems are strategically aligned. The other choices focus on features that may vary among cultures).

An HR director is conducting a risk analysis associated with assigning employees to a foreign country where a new office has just been opened. Which additional action should the director take to complete the risk analysis? A) Contact business colleagues who have posted employees to this country. B) Ask the plant manager to identify risks for assignees. C) Survey conventional and business press in the assignment country. D) Conduct a focus group of interested assignee candidates.

A) Contact business colleagues who have posted employees to this country. (The best answer would be to seek out advice from colleagues with experience in this region. Candidates would not have this information. Surveying press accounts would not provide information of sufficient depth about a sufficient variety of risks. Being a local, the plant manager might not be able to assume the perspective of someone outside the culture.)

How would Trompenaars and Hampden-Turner label a culture in which individuals express their emotions freely? A) Particular B) External C) Affective D) Synchronic

C) Affective (In an affective culture, people feel free to express their emotions; the opposite of an affective culture is a neutral culture. A particular culture is flexible and pragmatic, comfortable with ambiguity. A synchronic culture believes that the past and the present are as important as the future—possibly more important. Schedules can be subordinated to tending to a relationship or participating in a ritual. An external culture is fatalistic (belief that all events are predetermined and inevitable). People can adapt to nature; they cannot dominate it.)

Which is an important consideration in developing an employment records policy? A) Avoidance of off-site data storage. B) Elimination of paper versions of employee documents. C) Redundancy of stored employee data. D) Reduction of employee data collected and stored.

C) Redundancy of stored employee data. (One of the most critical aspects of an employment records policy—besides accessibility, security, integrity, accuracy, and the ability to audit—is data redundancy or the secure and current backup of data, onsite or offsite. Documents should be available in paper format. Offsite storage is acceptable if the vendor can document security. Employee data will continue to be collected, although its collection must be justified to comply with data practices regulations.)

What is the primary purpose of a social audit? A) To provide a solid benchmark for the financial impact of the organization's corporate social responsibility efforts. B) To measure the organization's impact on the external environment and quantify the overall impact of its sustainability efforts. C) To produce a document to convince regulators and shareholders that the company is socially responsible. D) To serve as a self-evaluation focused on understanding, measuring, and improving the organization's social performance.

D) To serve as a self-evaluation focused on understanding, measuring, and improving the organization's social performance. (A social audit is a formal review of an organization's social and environmental policies and procedures that is primarily a tool for self-evaluation. It has been described by a UN agency as "a technique to understand, measure, verify, report on and to improve the social performance of the organization.")

To enhance productivity, an organization has opted to streamline its product line to the ten most profitable products. It will sell four units focused on other product lines. How can HR most effectively contribute to a successful restructuring? A) Analyze the skills and functions of divested units to identify possible gaps and determine the appropriate course of action. B) Train all managers of divested units on how to help employees update their online professional profiles to secure new jobs. C) Conduct a comprehensive salary review and suggest which positions to eliminate based on market value. D) Conduct 360-degree and multisource feedback assessments to determine individual performance expectations for the remaining employees.

A) Analyze the skills and functions of divested units to identify possible gaps and determine the appropriate course of action. (Identifying potential gaps that may have been created in divesting the units and determining what to do about them will contribute most effectively to a successful restructuring. Managers might not be the best qualified to help with outplacement. Market value isn't the primary consideration for retaining employees. Individual performance expectations can be established as roles evolve.)

An organization is struggling to attract and retain top talent. The organization has raised compensation to levels that are above average compared to the market but has not noticed an appreciable increase in hiring success. Which action should the organization take next to address the issue? A) Create an employee value proposition to attract top-level candidates. B) Invest in internal talent development programs to cultivate in-house candidates. C) Increase the signing bonus for positions that require top-level talent. D) Rebrand the organization to cater to younger generations' preferences.

A) Create an employee value proposition to attract top-level candidates. (Creating an employee value proposition is the best course of action. Highly qualified individuals may have their pick of organizations to move to, so it is important to advertise reasons that candidates should choose the organization over other options, including reasons unrelated to remuneration (money paid for service). Catering to younger generations doesn't necessarily address the issue of attracting highly qualified individuals. Investing in internal talent development programs may help lessen the need to look outside of the organization to fill important positions but does not necessarily help attract top talent, especially in the short term. With the compensation levels being above average already, it is unlikely that an increased signing bonus will achieve the desired result. Value proposition - an innovation, service, or feature intended to make a company or product attractive to customers)

A multinational organization identifies a lack of global perspective in its leadership ranks. Current leadership has typically been cultivated from within, working up through positions at the main corporate office. Which action will best serve the organizational goal of developing strong global leaders? A) Create positions that involve managing operations abroad for leaders to rotate through on two-year assignments. B) Create a mentorship program so senior leaders can assist in developing junior leaders. C) Require that all leadership positions moving forward are filled with candidates from other multinational organizations. D) Require that all senior-level managers have experience managing international accounts.

A) Create positions that involve managing operations abroad for leaders to rotate through on two-year assignments. (Using long-term international assignments is an effective practice for developing global business leaders. Requiring that all senior-level managers have managed international accounts may help address the issue but does not do enough to ensure that the leaders have truly developed a global perspective. A mentorship program may assist with other areas of leadership development, but, with no current global leaders to act as mentors, this would be ineffective at addressing the issue. Simply hiring candidates from other multinational corporations does not ensure that those employees are capable global leaders.)

What is the term for the concept that laws are to be enforced only through accepted, codified procedures? A) Due Process B) Jurisdiction C) Conflict of law D) Rule of law

A) Due Process (Under due process, a system does not act arbitrarily (without authority). It treats every individual according to the same terms and conditions of the relevant law. Due process - Concept that laws are enforced only through accepted, codified procedures. Rule of law - Concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws. Jurisdiction - Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.)

Which action is characteristic of constructive discipline? A) Employees are given multiple opportunities to modify their behavior. B) Dissimilar subsequent infractions must be treated individually. C) Employers must deliver written notice at each step. D) Employees may be discharged without warning.

A) Employees are given multiple opportunities to modify their behavior. (Constructive discipline takes a step approach that allows employees one or more chances to change their behavior. Systems may vary in terms of using written or oral warnings and in the number of steps and the time windows for each step according to a number of factors, including the severity of the behavior, as long as similar cases are handled in a consistent manner. There is no rule for treating subsequent infractions. In some organizations, the offense triggers the next disciplinary step even if the offense is different from the initial issue.)

Which should an HR leader do after learning that some HR team members question the necessity for the project? A) Explain the benefits of the initiative to the team. B) Keep the team focused on the overall goal of the project. C) Solicit individual feedback from each team member. D) Ask for other suggestions or alternatives from each member.

A) Explain the benefits of the initiative to the team. (If team members are unclear about the necessity for an initiative, they will not be as motivated to accept the change the initiative will require. It will be critical for the HR leader to clarify the reason for the initiative by explaining its objectives and benefits to the organization.)

How should HR best influence leaders to understand the impact that job analysis has on organizational success? A) Explain to them how it identifies the linkage between tasks and company goals by documenting the accurate and relevant description of jobs and KSAs. B) Describe how it creates a platform for organizational development. C) Ensure that HR has realistic tools to coordinate with competitors' salary surveys. D) Identify how job analysis provides a forum for engagement discussions with employees.

A) Explain to them how it identifies the linkage between tasks and company goals by documenting the accurate and relevant description of jobs and KSAs. (All jobs must be interrelated to accomplish the organization's mission and goals, and job analysis is the first step in this process. Accurate job descriptions have many uses, and their value is maximized only with thorough job analysis performed in a collaborative manner. Job analysis - Process of systematically studying a job in order to identify the activities/tasks and responsibilities it includes, the personal qualifications necessary to perform it, and the conditions under which it is performed.)

An organization is embarking on the creation of a new strategic plan for the next five years. Just before the process starts, the HR VP becomes aware of widespread discussions between lower-level managers on how to use the strategic planning process to advance pet projects ( a project, activity or goal pursued as a personal favorite, rather than because it is generally accepted as necessary or important). How should the HR VP ensure that the strategic planning process is successful without it being abused for personal gain by those involved in the process? A) Focus on organizational core competencies to drive the process. B) Use third-party consultants to develop the strategic plan. C) Avoid involving lower-level managers in the planning process. D) Attempt to identify the parties seeking to use the process for their own ends.

A) Focus on organizational core competencies to drive the process. (The HR VP should ensure that the strategic planning process is focused on core competencies. By doing so, the organization will focus on key areas. By not involving lower-level managers, the HR VP would risk less involvement in the process and the organization might miss out on worthy concepts originating from the lower levels. Using third-party consultants may jeopardize the adoption of the strategic plan throughout the organization, including both senior and junior management levels. Attempting to identify the parties is an inefficient use of time and resources.)

Which business case can an organization's diversity council make to support aligning supply chain policies with the organization's diversity and inclusion strategy? A) Suppliers that embody diversity strengthen ties to a diverse customer base and strengthen recruitment/retention efforts. B) Minority-owned suppliers are more likely to discount their services and products in order to remain competitive. C) Having the same policies and procedures apply to both internal departments and outside suppliers saves time and resources and reduces training costs. D) Diverse local suppliers are less likely to be unionized and can therefore save the organization considerable money in labor costs.

A) Suppliers that embody diversity strengthen ties to a diverse customer base and strengthen recruitment/retention efforts. (The business case for promoting supplier diversity includes strengthening the organization's appeal to its own diverse customer base and to those customers who support supplier diversity practices as well as assisting in diversity recruiting efforts within the organization. Business case - Presentation to management that establishes that a specific problem exists and argues for a proposed solution.)

An organization is faced with the challenge of offering robust benefits to retain top talent while staying within budget. How does a benefit needs assessment support addressing this concern? A) Understanding what benefits have a positive impact on attracting, motivating, and retaining talent. B) Helping to align the benefits strategy with the organizational branding initiative. C) Determining employee willingness to pay an increased portion of the plan coverage. D) Helping the organization address employee financial or health problems impacting productivity.

A) Understanding what benefits have a positive impact on attracting, motivating, and retaining talent. (Completing a benefits needs assessment and analyzing the corresponding data allows the organization to refine benefit offerings so the package is affordable yet valued by employees.)

An organization in a mature industry has not been meeting its revenue objectives and is losing market share to competitors. What adjustment can an organization make to gain a competitive advantage? A) Introduce a change in the structure of the organization to eliminate unnecessary hierarchy. B) Assess the current strategic fit in the organization to identify needed core competencies. C) Improve market share by finding new customers in different market niches. D) Begin educating employees on the importance of maintaining a competitive advantage.

B) Assess the current strategic fit in the organization to identify needed core competencies. (The organization is in a mature market and is not likely to find undiscovered customers. Its best option now is to change itself to become more efficient. This will improve revenues. It starts by revising its strategy (perhaps to compete on price) and then seeing if it has "strategic fit" (means ... --a state in which an organization's strategy is consistent with its external opportunities and circumstances and its internal structure, resources, and capabilities. if it has the core competencies to implement that strategy. As a result of this assessment, it may decide on initiatives aimed at acquiring these competencies, such as controlling costs. Eliminating unnecessary hierarchy may lower payroll by decreasing more expensive managerial positions and time wasted waiting for decisions. Competitive advantage - a condition or circumstance that puts a company in a favorable or superior business position).

How can an HR director best ensure minimal impact to results and outcomes when considering a training course reduction from five days to three? A) By implementing the new three-day course and comparing the results to those previously identified for the five-day course. B) By implementing a three-day pilot program that runs concurrently with the existing five-day program and comparing the results. C) By calculating the costs associated with each course and comparing the decrease in costs with the three-day course results. D) By creating a syllabus and course outline showing that the same amount of knowledge will be presented in each class.

B) By implementing a three-day pilot program that runs concurrently with the existing five-day program and comparing the results. (Pilot programs are offered in a controlled environment to a segment of the target audience to identify potential problems and assess initial effectiveness. Pilot testing can provide useful feedback and identify potential content or deployment problems either before a program launch or when considering changes to current programs. Pilot programs - Learning/development programs offered initially in a controlled environment with a segment of the target audience.)

In a medium-sized organization, HR is responsible for the creation of training for all new hires. Surveys indicate that employees that have gone through recently developed training programs felt as though the training was not impactful and did not help them prepare for their new position. They felt that the training was unfocused and poorly presented by the instructor. Which best describes how HR should attempt to ensure that new training is useful to new hires? A) Avoid hiring candidates who have bad experiences with previous learning programs, so no one has any bias against the current programs. B) Conduct pilot programs, so that feedback can be gathered and presentations can be refined before officially launching the program. C) Hire new facilitators with experience presenting programs to large groups of highly skilled, experienced individuals. D) Scrap the current programs and begin with an entirely new set of training, developed by the ADDIE process.

B) Conduct pilot programs, so that feedback can be gathered and presentations can be refined before officially launching the program. (The best option is to conduct pilot programs prior to launch. Conducting a pilot will allow HR to verify whether the content and design of the class are adequately meeting objectives, as well as identify if there are better ways for the instructor to present the information. Hiring new facilitators may not be necessary; and previous experience teaching highly skilled, experienced individuals may not be indicative of the ability to train new hires, who may be relatively unskilled and inexperienced. Scrapping current programs and beginning again may be required, but without proper evaluation and resource commitment, immediately selecting that option could result in unnecessary work and lengthy delays delivering crucial training. Training should be designed to overcome obstacles such as bad previous experiences, and hiring decisions should not be made with that in mind. Pilot programs - Learning/development programs offered initially in a controlled environment with a segment of the target audience.)

Which is an example of a risk management strategy of mitigation (action of reducing the severity, seriousness of something)? A) A company purchases ransom and recovery insurance policies for all of its global assignees. B) Department leaders are directed to train at least two employees to perform critical leadership tasks. C) A company investigates a claim and decides to discharge a manager suspected of sexual harassment. D) Senior management decides that it will tolerate a certain amount of risk incurred from pilferage.

B) Department leaders are directed to train at least two employees to perform critical leadership tasks. (Training employees to perform critical leadership tasks does not prevent the risk of a leader being unavailable, but it does lessen the possible impact by having subordinates ready to continue essential processes. Tolerating a risk applies a risk acceptance strategy, and insurance reflects risk sharing. Discharging the manager prevents future incidents by removing the cause (the manager).

An organization expands its operations internationally and asks human resources to develop a list of potential global assignees. What is the first step HR must take in assessing and selecting the candidates? A) Develop and implement global policies and procedures for the new locations. B) Develop specific selection criteria and qualifications for the assignments. C) Create a metric for assessing the effectiveness of the assignment process. D) Research employment laws and regulations for each new location.

B) Develop specific selection criteria and qualifications for the assignments. (The assessment and selection of assignees is one of the most important determinants of success. The primary purpose of the assessment and selection process is to ensure that the organization has the right people in the right place at the right times. Under global assignee assessment and selection guidelines, HR professionals would begin by developing the selection criteria, then ensuring that they involve the right people, followed by choosing the best selection methods and tools, and finally completing the assessment and making a recommendation.)

A female Millennial programmer works in the IT department of an organization's Mumbai office. In terms of the diversity dimensions model, what is most important for global HR to understand about this employee? A) Organizational dimensions are ultimately the most significant in employee relations. B) Each individual is multidimensional, and each diversity dimension influences the others. C) In a global organization, cultural diversity offers the greatest strategic advantage. D) Gender has become the critical diversity dimension in today's global market.

B) Each individual is multidimensional, and each diversity dimension influences the others. (Gardenswartz and Rowe's four-layer model of diversity dimensions offers a framework for understanding the range and complexity of the issue of diversity. It underscores the fact that we are all multidimensional and that none of the many ways that can be used to "identify" us (or, more importantly, by which we choose to identify ourselves) tells the whole story. Diversity - Differences in people's characteristics (such as socioeconomic status, beliefs, personality, thought processes, work style, race, age, ethnicity, gender, religion, education, job function, etc.).)

What is a critical requirement of a business intelligence portal? A) Engagement of the user through graphic elements. B) Ease in accessing data with interest and usefulness. C) Integration of external databases. D) Access to a wide array of analytical tools.

B) Ease in accessing data with interest and usefulness. (An effective business intelligence portal is easy to use. One of the ways this is accomplished is by customizing a user's view to show the information and tools the user most commonly requires. Rather than seeing the entire array of applications or analytical tools on a system, the user sees a relevant selection. Engagement is good, but not as critical as logic and convenience. Not all users will require access to external databases.)

An organization previously competed on the basis of innovation. Its employees were rewarded for independent decision making and risk taking. As the market has matured, however, competition has forced leaders to shift to a strategy that increases management control over decisions and relies on processes to resolve the minor but embarrassing quality problems that have always been associated with its products. The leaders look to HR to help support this strategy. What first step should HR suggest? A) Develop a communication plan that will help all employees align their work with the new strategy. B) Explain to the leaders that the new strategy will require changes in structure, policies, processes, and culture. C) Implement new hiring and performance management systems that will focus on more bureaucratic skills and attitudes. D) Contract with professional quality engineers to better understand the causes for the product problems.

B) Explain to the leaders that the new strategy will require changes in structure, policies, processes, and culture. (The best first step is to consider the ways in which this new strategy will affect all the other components of the organization (structure, systems, leaders, values, culture). For this new strategy to succeed, the organization must change from one that values independence and risk taking to one that rewards accountability to policies and standards and collaborative decision making. Tackling quality problems will be easier when more fundamental changes to the organization have been accomplished. Shifting hiring profiles does not address necessary changes among existing employees. A communication plan for the strategy is absolutely necessary but must be part of a larger change initiative.)

An HR manager uses interactive meeting software to allow a team to review and change a document during a virtual meeting. Changes are shown as markups to all other meeting participants. Participants are then asked to comment on the changes and their implications. What do these comments create? A) Acknowledgment system. B) Feedback loop. C) Decoding system. D) New medium

B) Feedback loop. (A feedback loop is an important part of the communications model. It forms a self-correcting cycle as the message received is cycled back to the sender. The group discussion of the changes made helps confirm understanding and acceptance of the intended communication. Feedback loop - In communication, structuring a message to include opportunities for correction or clarification. This requires a two-way communication).

A board of directors is engaged in very tough contract negotiations with the organization's current CEO. The board's head comes to the VP of HR and asks for help. What would be the best support HR could provide? A) Encourage the board to practice principled negotiations even if the CEO chooses brinkmanship tactics. B) Give the board an accurate picture of the costs and opportunities associated with replacing the CEO. C) Advise the board not to offer more than a certain percentage increase in compensation. D) Survey other senior leaders to see if they know any issues that could be used as negotiating leverage.

B) Give the board an accurate picture of the costs and opportunities associated with replacing the CEO. (It will be useful for the board to have a BATNA, or "best alternative to a negotiated agreement," in their negotiations with the CEO. The VP of HR can help create this by presenting the board with more information about current and comparable CEO compensation ranges and the state of the talent pool. Getting information from other VPs may be unethical and would weaken relationships in the end. Practicing principled negotiation is good general advice but not helpful in this situation. Setting a firm limit without knowing one's alternatives may be risky.)

An HR organization has committed resources to implementing a manager self-service portal. To measure the effectiveness of the initiative, the HR director created a dashboard that tracked the number of transactions managers completed without assistance and hours HR spent in support. Seeing this data, management proposes decreasing HR headcount. This would seriously disrupt the director's strategic vision for HR. How might this have been avoided? A) Explain that the ultimate goal, improved customer service, would not be served by cutting headcount. B) Include measures showing the impact of redirecting HR staff time from transactions to consultation. C) Provide testimonials from line managers who could attest to time savings in managing new hires. D) Present ideas to management about how HR could expand its role within the organization.

B) Include measures showing the impact of redirecting HR staff time from transactions to consultation. (The best answer would have been to measure acceptance by line managers, time savings for both HR and line functions, and the number of strategically and operationally focused support engagements HR was able to deliver because of decreased transactional obligations. Projects should be planned to measure important outcomes.)

The current HR structural model in a high-growth organization with multiple business units has resulted in HR talent management processes that are inconsistent, strain budgets, and produce poor-quality data. What is the most significant benefit the organization can expect from using a shared services model with a designated center that specializes in talent management? A) Stronger employer brand to leverage in recruiting. B) Integrated processes across the organization. C) Increased use of career development offerings D) Reduced HR costs at an organizational level

B) Integrated processes across the organization. (A shared services center (sometimes referred to as a center of excellence) that specializes in talent management could be located in one unit, and the other HR departments could use this resource to perform tasks related to talent management. The most important benefit to the organization is that talent management processes will be integrated and therefore more consistent across the organization. The plan would not necessarily reduce costs, but it could use the budget more wisely by investing in technology that recognizes the interdependencies between resourcing, performance, learning, succession, and rewards. The effect on the employer brand and on employee use of career development options would depend less on how talent management is delivered and more on the quality of the offerings and supporting communication. Shared services HR model - HR structural alternative in which centers with specific areas of expertise develop HR policies in those areas; each unit can then select what it needs from a menu of these services.)

Which is most likely to occur in a company with a geocentric approach to globalization? A) Headquarters compensation policies are modified for local application only when it is required by local laws. B) Local cultural and legal compensation norms are taken into account in the administration of a cohesive global strategy. C) Individual regions are given full autonomy in the development of a compensation and benefits strategy. D) Important cultural differences are overlooked as headquarters compensation policies are adjusted for local application.

B) Local cultural and legal compensation norms are taken into account in the administration of a cohesive global strategy. (In a geocentric organization, an international company is seen as a single global business, with management talent coming from any location in the enterprise. The strategic plan is global in orientation, while the need to balance global strategy with local cultures and regulations is well understood.)

An organization has identified several areas in which productivity is not meeting goals. The HR director is charged with finding a way to help increase productivity in the identified areas. After examining employee surveys from the underperforming areas, the HR director concludes that management is performing adequately but teams are still not working together as well as needed. The HR director also examines compensation in the area to see if below-average base pay is causing employees to lack motivation, but she finds that base salaries are competitive in the area. Which is the best option for the HR director to use to increase productivity? A) Replace a portion of the underperforming teams with external candidates. B) Offer group incentive pay based on group performance targets. C) Reorganize the department to mix up underperforming teams. D) Offer individual incentive pay based on individual performance targets.

B) Offer group incentive pay based on group performance targets. (Group incentive pay is the best option. Knowing that the issue does not stem from management performance or issues with base pay, HR should look to incentivize the groups to perform better together. Offering individual pay may exacerbate issues with teamwork, as individuals may work against other members of the team to earn a bonus. Reorganizing or replacing team members are both larger undertakings that may be less efficient at handling the issues than offering a group incentive.)

Which is a cultural barrier to implementing effective risk management practices? A) Managers and employees lack basic knowledge about risk management practices. B) Risk management strategy is developed and implemented by senior management alone. C) Functional leaders submit a risk management plan for their areas every two years. D) Risk management strategies are implemented by repeating previous practices.

B) Risk management strategy is developed and implemented by senior management alone. (By restricting risk management to senior management, the organization has missed an opportunity to create an organizational culture that values risk management and makes it a basic part of how they approach their work. Risk management - System for identifying, evaluating, and controlling actual and potential risks to an organization.)

HR is conducting a compensation analysis. During this process, they suspect that some of their more educated employees are earning more than their counterparts. What would be the best tool to determine if there is a correlation? A) Control chart B) Scatter diagram C) Histogram D) Cause-and-effect diagram

B) Scatter diagram (A scatter diagram shows possible relationships between two variables. A diagram with years of education on one axis and income level on the other axis would plot employees as points on a graph. The tighter the points fall along a line or curve, the stronger the correlation between the variables.)

Which action would ensure global assignment success? A) View assignments as leadership and career development opportunities. B) Send assignee's on international assignments to manage a specific project. C) Choose only high-potential managers and top executives as assignee's. D) Send assignee's on long-term international assignments, not projects.

B) Send assignee's on international assignments to manage a specific project. (For an initial foray into overseas assignments, assignee's in organizations with a multi-domestic or international strategy should be sent on short-term projects or to complete a specific job.)

A new director has arrived to manage an HR department that became dysfunctional under the previous director. What should the new director do first? A) At the first meeting, create a competition based on customer service to motivate the separate teams. B) Talk to members of the department separately to try to understand what the department needs now. C) Assemble the entire department and describe the new culture that she wants to create. D) Meet individually with all employees and clarify her expectations for their performance and interactions.

B) Talk to members of the department separately to try to understand what the department needs now. (Since the HR director is new to the department, she needs to take time and learn more about the staff's needs, individually and as a group. She can then provide the type of leadership the group needs.)

Which principle of employment at-will affects employers in countries that recognize this employment right? A) Employers are not required to identify a legitimate business decision for taking adverse action. B) The employee is not legally bound to any financial liability incurred for abandoning the job. C) The employer is able to recover damages or costs incurred by the departure of an employee. D) Severance payments must be agreed upon in writing when the employee is first hired.

B) The employee is not legally bound to any financial liability incurred for abandoning the job. (When the employment-at-will applies, primarily in the U.S., bot the employee and the employer are free to terminate the relationship with no consequences, assuming that no other contracts or agreements have been made and the termination was legal (in other words, not a case of wrongful discharge)).

An HR leader is very collaborative with staff members and very generous in giving praise. The leader doesn't ask staff about their lives outside work and talk about her own personal life. She does not like conflict or drama but is always polite and respectful. How would you assess this HR leader's team leadership? A) The leader is not providing sufficient direction. Eventually, the team will become unproductive and possibly dysfunctional. B) The team may function adequately but may not have a sense of trust in the leader that is useful in challenging times. C) The team will develop a deep loyalty to the leader, based on her unfailing professionalism and lack of intrusiveness. D) Because the leader keeps the focus on work, there will be fewer performance problems and team conflicts.

B) The team may function adequately but may not have a sense of trust in the leader that is useful in challenging times. (Effective leaders build trust among those they work with, a sense of confidence that the leader will behave in a certain way based on shared values and interests. This requires communicating about things other than tasks at hand. By avoiding this type of communication, the leader has not conveyed much information about herself or much about her values other than politeness and dislike of drama. She may be a good manager, but she has not yet become a leader.)

Which issue identified during an environmental scan for a small, family-owned grocery store represents a threat to its competitive strategy? A) The cost of bulk-rate direct mail has risen 15% in the last six months. B) An ethnic food grocery has opened in a shopping center a mile away. C) A gas station on the next block has expanded to include a new convenience store. D) The local government recently imposed a $0.05 fee for plastic merchant bags.

C) A gas station on the next block has expanded to include a new convenience store. (In the SWOT analysis, threats are an indication of possible danger, harm, or menace. When considering competitive strategy, a similar business nearby that offers additional and differentiated value to customers is a direct threat that must considered in strategic planning. Even though it is close, the ethnic foods grocery store is appealing to different customers or customer needs. The fee and rate increases apply to all similar competitors.)

The leader of an HR function is committed to developing a strong pipeline of future HR leaders. One employee with leadership potential is a mid-level manager. What type of development opportunity would prepare this employee to become a senior-level manager? A) Shadowing an executive manager for a week. B) Conducting a process analysis of the employee survey task. C) Acting as HR liaison to the finance function. D) Aligning the current policy on tuition reimbursement with strategic goals.

C) Acting as HR liaison to the finance function. (As a leader develops, activity becomes more strategic, visible, and innovative. Acting as liaison to another function expands responsibility and provides opportunity for problem solving. Providing strategic alignment of existing policies would be an opportunity to develop mid-level leadership competencies. Conducting a process analysis is a good way to develop lower-level competencies. Shadowing an executive provides knowledge but not an opportunity to develop a competency.)

Which organization has evolved farthest on the CSR (Corporate Social Responsibility) maturity curve? A) Objectives related to CSR are included in performance management at all levels. B) Product sustainability claims are included in employer branding used in recruiting. C) An organization aligns its value with CSR principles, promoting this identification to stakeholders. D) An organization reports sustainability results to fulfill local country mandates for reduced carbon emissions.

C) An organization aligns its value with CSR principles, promoting this identification to stakeholders. (The most evolved organizations on the CSR curve have been transformed: they have redefined the value they create through their products or services to align with CSR principles, and they use this as a way to compete. More evolved organizations on the CSR maturity curve have integrated CSR principles into their policies, systems, and processes--for example, into performance management systems. The least evolved organizations adopt CSR for reactive reasons (to comply with regulations or other requirements).

If the input-process-output model were used to plan a project to increase diversity in recruiting, what would be a process? A) Demographic data on communities where hiring will occur. B) Senior management commitment to principles of diversity in staffing. C) Brainstorming session with stakeholders to identify new sources. D) Strategy with specific and measurable objectives and tactics to achieve them.

C) Brainstorming session with stakeholders to identify new sources. (The only process mentioned here is brainstorming ways to reach diverse candidates. It applies skills and tools to the inputs (information about community make up and potential candidates) to produce an output, a strategy. Leadership commitment would also be an input.)

How does the self-service component of an HRIS shift HR's focus from transactional to transformational? A) By supporting the use of virtual teams working around the globe. B) By using the Internet to improve communication across time zones. C) By identifying potential succession management problems before they occur. D) By shifting benefit profiles and option updates to managers and employees.

C) By identifying potential succession management problems before they occur. (All of these options benefit the organization, but using the self-service option that allows managers and employees to update key information frees global HR professionals to focus on tasks that add more value to the organization.)

An HR manager outsources temporary packaging work to a youth group at her church. How would you characterize her actions? A) Appropriate, as part of a community relations strategy. B) Violation of labor laws and youth employment regulations. C) Conflict of interest, as other groups were not considered. D) Inappropriate, because a church group is involved.

C) Conflict of interest, as other groups were not considered. (The action is a conflict of interest, since it benefits an organization with whom the manager is connected. The manager could have avoided a conflict by involving other HR staff in the decision and considering other participants besides the church group.)

An organization has typically allowed individual unit managers to handle all interviews, granting the managers a large degree of autonomy to select candidates. However, the new HR director has identified that this policy has caused a large variance in the actual quality of candidates that are hired, impacting the organization's overall performance. The HR director wants to bring all interviews under the direction of HR, but she receives significant push-back from managers, who fear losing control over who they hire. Which is the best option the HR director can select to increase the quality of new hires while respecting the desires of managers to have final say over who they hire? A) Continue to allow unit managers to conduct interviews but require that they employ stress interviews to ensure that selected applicants can perform adequately. B) Direct HR to pre-screen applicants but allow unit managers to decide who to interview and to hire independent of pre-screen interview results. C) Continue to allow unit managers to conduct interviews but require that they employ structured interviews for consistency. D) Implement a multi-step interview process where unit managers are allowed to sit in on final interviews and provide input.

C) Continue to allow unit managers to conduct interviews but require that they employ structured interviews for consistency. (The best option is to allow unit managers to conduct interviews but to require them to employ structured interviews. This will help ensure that all unit managers are consistently assessing candidates, and HR will be able to guide the interview process with better questions designed to elicit valuable responses. Creating a new interview process and minimizing the participation of unit managers will still likely face significant pushback. Pre-screening applicants can help, but, if the unit managers are not required to use the results of the pre-screening interviews, they may not result in the selection of better candidates. Stress interviews may not be applicable to many organizational positions and unit managers may not be able to correctly employ them, resulting in less success with candidate selection. Structured interviews - Candidates are asked the same questions in the same order.)

Which benefit is most advantageous when considering a best-of-breed solution compared to an integrated solution? A) Is often be less expensive than integrated solutions B) Reduces learning curves of workforce because of limited interface. C) Creates customized solutions for different functional areas. D) Provides greater ease of data management and administration.

C) Creates customized solutions for different functional areas. (Creating customized solutions for different functional areas is the only best-of-breed benefit identified in the answer choices.)

A small organization has recently doubled the size of its workforce to 150 employees. The HR director has received approval to purchase an HRIS to help deal with the increase in reporting requirements. There is an IT expert in-house. What is the best course of action for this HR director in regard to the purchase and implementation of the HRIS? A) Purchase a robust HRIS software package that allows specific information. B) Outsource all HRIS functions, as on-site IT is not available. C) Customize an off-the-shelf HRIS software package. D) Purchase the HRIS software package after benchmarking with a consultant.

C) Customize an off-the-shelf HRIS software package. (Smaller organizations need only the basic information typically associated with employee status & payroll records. Purchasing a relatively inexpensive off-the-shelf software package can provide what is needed for effective HR applications that are easy to install & use.)

An HR director is examining the results of an employee survey to determine how to increase employee engagement. The survey results indicate that employees do not see the organization as a long-term stop during their career. Newly hired employees feel that they have a good understanding of the company's culture and are able to rapidly integrate with the organization, but that seems to have a limited effect on employees' desire to stick with the organization. Which action should the HR director take to make the organization a long-term destination for newly hired employees? A) Partner new employees with employees who have been with the company for more than five years. B) Create a structured onboarding experience to ensure that engagement levels don't drop in the first 90 days. C) Discuss career path options during the interview process to show employees how they can grow in their career. D) Create a new online application page with testimonials to the company's strong culture and benefits.

C) Discuss career path options during the interview process to show employees how they can grow in their career. (Discussing a career path during the interview process may help potential employees see growth options with the company and change their outlook on staying with the organization long-term. Partnering new employees with veteran employees and creating an online application page with information on company culture might assist with navigating the organization and the new employees' understanding of the organizational culture, but these issues were not identified in the employee survey. A structured onboarding experience may help sustain new employee engagement but may not change employees' view of the organization as a long-term career stop.)

An organization that has decided to sell a long-held subsidiary is considering potential buyers. What information should the HR leader provide to leadership in this phase? A) Recommendations for potential buyers based upon HR's knowledge of the local recruiting market. B) Revised leadership structure for the subsidiary based upon analysis of the succession planning data. C) Employee census for the subsidiary that includes current roles and total current compensation. D) Total head count data along with turnover statistics for the subsidiary as compared to the organization.

C) Employee census for the subsidiary that includes current roles and total current compensation. (The value of the workforce that has been selected for divestiture is useful information that HR can provide as the organization is considering target buyers. A total head count along with the current cost of each employee will be needed. This occurs as the second step of the divestiture process, after the candidate for divestiture is identified.)

A global organization that was recently criticized for subcontracting to manufacturers who employ children is experiencing plummeting sales. This results in reduction in force (RIFs) that many global employees will view as unfair and inequitable. Which risk management tactic is most appropriate for the HR manager to take? A) Share the RIF plan for transparency, and solicit feedback and concerns form global locations. B) Conduct the RIF, and accept that some employee issues may arise and handle them on a case-by-case basis. C) Have the legal department review the RIF plan and external laws to avoid litigation. D) Offer all separated employees enhanced severance of two years' wages and benefits.

C) Have the legal department review the RIF plan and external laws to avoid litigation. (Risk management aims at controlling the effects of uncertainty. In this case, securing legal review helps avoid costly legal compliance issues. Communicating the plan may affected employees manage their future, but it does not affect the employer's risk; its image as an employer has already been damaged. Similarly, offering compensation packages does not protect against risks of non-compliance,& is probably beyond the employer's financial capabilities. Conducting the RIF without legal review & without a communications plan would be choosing to ignore the potential risk).

In a risk matrix, which possible events are considered most significant to an organization? A) Not currently controlled and easiest to control. B) Rapid onset and high impact. C) High probability of occurrence and high impact. D) Not currently controlled and expensive to control.

C) High probability of occurrence and high impact. (The most significant risks in a risk matrix are in the quadrant formed by highest impact and greatest probability of occurrence. Rapid onset is a legitimate issue in risk analysis, but it is not included in a conventional risk matrix.)

Obtaining full executive-level commitment is critical to any comprehensive diversity and inclusion initiative. Which information should be included in a business case to gain that commitment? A) Comprehensive information from industry competitors who have such an initiative in place. B) Mandatory time frames and budgets that will enable achievement of goals and objectives. C) How this strategy plays a critical role in achieving the organization's core business goals. D) Serious regulatory compliance issues the organization will face without a diversity initiative.

C) How this strategy plays a critical role in achieving the organization's core business goals. (Commitment to diversity and inclusion efforts can be gained at an organization's highest level only if it can be demonstrated that diversity and inclusion play a critical role in achieving core business goals. A diversity and inclusion advocate must delve beyond general truths about the benefits of broadened perspectives and diversity of thought to create a business case linked specifically to the organization's unique mission, vision, and business objectives.)

A cross-functional team analyzes the customer experience in comparison to upcoming product development initiatives. One set of recommendations from this team identifies several changes to manufacturing and shipping processes that could reduce the overall delivery cycle time by 10%. If the organization decides to act on this team's recommendations, which action should HR take that would best promote implementation of this process change? A) Confirming the team's understanding of customer interests. B) Explaining the senior leaders' rationale for new processes. C) Identifying possible skill gaps created by the new processes. D) Changing the culture to one that values rules.

C) Identifying possible skill gaps created by the new processes. (HR can help ensure that those affected by the change have any new skills and knowledge they will need to perform well. Management should position the need for change.)

Which is the most significant reason that information technology departments are seen as strategic partners in an organization? A) Technology contractors do not understand the organization's business. B) Organizations need accurate reports on which to base decisions. C) Information technology provides a competitive advantage for an employer. D) The department trains other employees and contractors on advanced computer skills.

C) Information technology provides a competitive advantage for an employer. (IT departments have become more strategic because organizations increasingly view computer systems and applications as a competitive advantage in the marketplace. For example, airline reservation systems are essential to the effective operation of the business.)

A top performer routinely arrives late to work. When questioned, rather than providing an explanation, she just says that she'll take a shorter lunch hour. Because of her performance, her manager allows this behavior to continue. Which risk does the manager take by failing to apply policy consistently? A) While there is potential risk to employee morale, it is outweighed by this employee's superior performance. B) It may put pressure on other managers to offer flexibility on certain rules based on performance. C) It may provide grounds for a legal finding of unjust dismissal by people who are fired for tardiness. D) It may inspire flexibility or liberties in other aspects of work besides start times and end times.

C) It may provide grounds for a legal finding of unjust dismissal by people who are fired for tardiness. (Failure to apply rules consistently to all employees may be grounds for a legal finding of unjust dismissal and trigger financial penalties. Chronic tardiness can damage the work environment, harm the employer brand, and reduce productivity).

A U.S. engineering firm has recently merged with an international company. With the change in leadership, management is worried that employees will begin leaving the organization. As HR prepares managers for their new international roles, what should HR recommend management focus on to have the greatest impact on employee retention? A) Employee-employee relationships through off-site team-building events. B) Customer-employee relationships by hosting a customer appreciation day. C) Manager-employee relationships by working with each employee to understand his or her role. D) Government-employee relationships by hosting a conference with international employment expertise.

C) Manager-employee relationships by working with each employee to understand his or her role. (Because manager behavior is pivotal to both employee engagement and employee well-being, an important way to ensure that real emotional engagement is created and sustained is by focusing on the manager-employee relationship.)

HR must create training so employees know where to find information and guidance on how to respond to compliance and ethical dilemmas. Which training approach will be most effective? A) Script an engaging play and hire traveling actors to illustrate which rules to follow when on international assignments. B) Create a cheat sheet of typical ethical and compliance problems with appropriate responses for each situation. C) Present challenging ethical situations and enable employees to work together to analyze their responses. D) Have employees prepare questions in advance and hire a local expert from the industry to conduct a question-and-answer session.

C) Present challenging ethical situations and enable employees to work together to analyze their responses. (Having the employees work together to analyze their responses will require them to research answers. This will help employees anticipate problems and find answers.)

An organization is extremely risk-averse (reluctant to take risks), and its technology policies aim at retaining the greatest degree of physical and legal control. Which option for acquiring software offers the most control to the organization? A) Subscription software hosted on private cloud servers. B) Perpetual license software hosted on private cloud servers. C) Proprietary software hosted on the organization's on-site servers. D) Software as a subscription hosted on the public cloud.

C) Proprietary software hosted on the organization's on-site servers. (The organization owns proprietary software outright, and hosting it on site on the organization's own servers allows the organization to maintain physical and logical security levels to the degree it finds necessary.)

What are the four areas that need to be examined during a workforce analysis? A) Current state analysis, future analysis, discrepancy analysis, output analysis. B) Recruitment analysis, training analysis, performance analysis, engagement analysis. C) Supply analysis, demand analysis, gap analysis, solution analysis D) Cost analysis, utility analysis, market analysis, human capital analysis.

C) Supply analysis, demand analysis, gap analysis, solution analysis. (Workforce analysis - involves identifying current and anticipated future supply of labor and skills, see what you have and then identifying the gap, then will need a solution).

The head of marketing wants to discuss with HR a puzzling performance evaluation for one of the country marketing managers. The country manager completed a non-anonymous 360-degree evaluation. Feedback from direct reports in the manager's country were very positive, but feedback from two of the manager's superiors (a regional manager from a different country and an assistant VP in the headquarters or home country) were much weaker. They particularly commented on communication skills and leadership ability. How should HR advise the head of marketing? A) Weight the perspective of the headquarters personnel more heavily in these multi-perspective assessments. B) Discuss mentoring advantages and opportunities with the country manager to address these issues. C) Talk to the regional manager and assistant VP to understand better the reasons for their scores. D) Avoid using 360-degree performance evaluations because this is a global company.

C) Talk to the regional manager and assistant VP to understand better the reasons for their scores. (It is possible that cultural differences could be affecting the reactions of the colleagues who do not share the country manager's culture, especially since the assessments from the manager's fellow countrymen are positive. It will help to understand what deficiencies in communication and leadership the regional manager and assistant VP are referring to and assess whether these individuals may be too ethnocentric in their definitions of a good communicator and leader.)

Recently the minimum wage was raised. New hires will be making almost as much as people in the same job with years of seniority. Understandably, the senior employees who have had years of raises to get to their current hourly wage are upset. Which is the best way to handle this to the satisfaction of both the senior employees and the organization? A) Blaming bad legislation and begging for understanding from all of the senior employees. B) Providing additional benefits or incentives to senior employees affected by pay compression. C) Telling senior employees they'll be provided with positive references if they leave. D) Increasing salaries across the board regardless of the financial impact to the company.

C) Telling senior employees they'll be provided with positive references if they leave. (Providing other benefits to senior employees is the best immediate option. The benefits could be monetary, e.g., longevity bonuses, or they could include other incentives like a title promotion or more vacation time. Pay compression - Occurs when there is only a small difference in pay between employees regardless of their experience, skills, level, or seniority; also known as salary compression.)

A firm discovers that a parts supply vendor does not provide sanitary facilities for factory workers. What should HR recommend the organization do to address this situation? A) The organization can ignore the concern, as they have no responsibility in regard to the vendor. B) The organization should provide the facilities for the vendor's employees if the vendor does not. C) The organization should request that the vendor provide sanitary facilities and begin looking for another vendor. D) The organization should comply with local regulations to address this concern.

C) The organization should request that the vendor provide sanitary facilities and begin looking for another vendor. (This is an ethical responsibility that transcends legal requirements and local norms/practices. If the contract does not require these minimum work conditions, the firm can request them and make clear that humane workplace conditions constitute a criterion for future contracts.)

An HR director is leading a team through a project management process under an unusually tight deadline. In order to successfully complete the project in time, which action should the HR director take? A) Establish strong and efficient communication channels to avoid unnecessary delays. B) Strategically align the project objectives to ensure that no time is wasted on unneeded tasks. C) Use critical path analysis to develop a project schedule that fits the time constraints. D) Use lean project management to focus strongly on the intended value of the project.

C) Use critical path analysis to develop a project schedule that fits the time constraints. (By using critical path analysis, the HR director will be able to find the most efficient way to complete the project. This can help ensure that the project deadline will be met. Strategically aligning project objectives & establishing strong communication channels may help complete the project more efficiently but will not necessarily allow the HR director to determine if the deadline will be met. Lean project management is a specialized approach, & it may not be the most time-efficient option depending on the scope & focus of the project.)

A project leader asks HR for help with managing the team aspects of a challenging project. The team was tasked with prototyping a new consumer electronics product. Due to various supplier problems, the team has missed several milestones. To meet the deadline, another team has been diverted from its less critical project and added to the delayed project. The project leader needs things to go as smoothly as possible with this new merged team so that no more time is lost. What should HR focus on? A) Creating a process for qualifying new suppliers. B) Analyzing team processes to identify inefficiencies and conflicts. C) Using a RACI matrix to define new team roles and responsibilities. D) Scheduling meetings to discuss the project's goals and the organization's values.

C) Using a RACI matrix to define new team roles and responsibilities. (Because time is short, the new and old team members need to know their roles and responsibilities. A RACI matrix (A responsibility chart that maps out every task, milestone, or decisions) can be completed in one meeting. Since both project teams are working in the same organization and on similar projects, they probably already appreciate the project's goal and the organization's mission and values. Qualifying new suppliers will not improve the integration of the teams. There is no suggestion that the project's problems were caused by internal processes that could be reengineered.)

An organization with a non-tech workforce is looking to create a more efficient way to handle technology questions. Currently, the IT department reports that 40% of help desk calls are seeking direction on common tasks, such as archiving an e-mail or accessing the organization's parts ordering system. Which option is the best way to address repeated questions like these and free up time for the IT department to complete other crucial projects? A) Investigate and identify employees who are abusing the help desk function, and ask their managers to address the situation in annual reviews. B) Hold semiannual refresher courses, taught by the IT department, so employees that need the training can sign up as often as needed. C) Implement instant-messaging software so employees can ask their colleagues for instruction without bothering the help desk. D) Create an FAQ web page, accessible from the intranet home page, with step-by-step instructions for performing common tasks.

D) Create an FAQ web page, accessible from the intranet home page, with step-by-step instructions for performing common tasks. (Using a technology-based system, such as a web page featuring instructions on completing common tasks, is the best option. By prominently linking it to the intranet home page and encouraging employees to use the links, IT can divert some of the questions that are commonly asked. Refresher courses would use more resources and may not solve the problem. Investigating repeat offenders doesn't address the root cause of the issue and may discourage employees from reaching out when they have legitimate issues. Introducing a new software program and asking employees to use colleagues is inefficient and may actually exacerbate the issue.)

The HR director has just seen the data from the function's first internal customer satisfaction survey in ten years. Customers complain about hiring times they consider unreasonable. At an HR meeting, staff defends itself by arguing that they address every opening quickly, offer the hiring managers a good pool of candidates, and have a high rate of employee success in positions. How should the leader of the HR function approach this customer service problem? A) Defend the HR department to the CEO, pointing out its successful metrics. B) Develop a service level agreement with the hiring managers as a commitment to improve service. C) Compare the present HR head count with staffing levels from ten years ago. D) Examine the recruiting and hiring process for inefficiencies.

D) Examine the recruiting and hiring process for inefficiencies. (The HR staff is doing its job of providing qualified candidates but not quickly enough. The first step is to map the process being used to determine if it can be made more efficient by using technology and/or giving staff more decision-making authority. Customer service is a metric as well as recruiting ratios or early attrition rates, and HR must address this gap in customer service. The staff's performance does not indicate that it is overwhelmed with work; jobs are opened quickly and quality candidates are being provided. A service level agreement is a good idea but not until HR has uncovered ways to improve its level of customer service.)

Which action would constitute retaliation under worker rights legislation (e.g., Title VII of the Civil Rights Act)? A) Interviewing coworkers to gather evidence surrounding a complaint. B) Firing a complainant as part of an elimination of an entire work unit. C) Requesting a supervisor allow a complainant to attend complaint-related meetings. D) Giving a poor performance evaluation to a complainant after the complaint filing.

D) Giving a poor performance evaluation to a complainant after the complaint filing. (An act of retaliation is aimed at punishing a person for having made a complaint and/or deterring the person from pursuing the complaint. A poor evaluation delivered after a compliant filing could be perceived as retaliation. Employers are allowed to gather evidence and discuss a complaint with internal parties on a "need to know" basis. If termination is part of a reduction in force, it is not retaliation. Employers may be required to demonstrate untargeted treatment in the action, however. Civil Rights Act of 1964 - First comprehensive U.S. law making it unlawful to discriminate on the basis of race, color, religion, sex, or national origin. Civil Rights Act of 1991 - U.S. act that expands the possible damage awards available to victims of intentional discrimination to include compensatory and punitive damages; gives plaintiffs in cases of alleged discrimination the right to a jury trial.)

Why would HR direct an organization to be involved in philanthropy (charity) efforts at the local level instead of global? A) This reduces the appearance that the organization is taking advantage of the cause. B) Risk to the organization is reduced by participating in little-known causes. C) Favorite programs are less likely to be picked. D) Local government officials may be influenced by organizational efforts.

D) Local government officials may be influenced by organizational efforts. (Local governments may be influenced by the organization's efforts as they see what the company is doing to help local groups.)

A small printing organization is looking to increase its sustainability. The organization lacks the ability to allocate large amounts of financial resources to sustainability and does not have the clout to drive major changes with overseas business partners. Which option is the best way for the organization to increase sustainability? A) Invest in the creation of online products and influence customers to avoid printing hard copies of its products. B) Purchase only sustainably produced paper at a higher cost, passing the cost difference on to the customer. C) Hire a new chief sustainability officer and allow the new hire to set the course for the organization. D) Partner with other local businesses to drive sustainability initiatives in the local area.

D) Partner with other local businesses to drive sustainability initiatives in the local area. (Partnering with other local businesses can help increase sustainability in multiple ways, without requiring a large amount of financial resources. Unilaterally increasing prices to the customer may endanger the success of this small organization. Investing in online products may be cost-prohibitive. Hiring a chief sustainability officer, without having resources to allocate to the position, would likely be ineffective. Sustainability - Practice of purchasing and using resources wisely by balancing economic, social, and environmental concerns, with the goal of securing the interests of present and future generations.)

An HR director has joined a technology company that has a flat structure (few or no middle management) and relies on highly focused project teams with highly competent members who work in a collaborative and supportive way. The HR department reflects this structure and culture. The HR director came from a manufacturing business known for its ability to standardize processes for greater efficiency. The HR director was very successful in his previous organization but is struggling to connect with and lead his new HR team. What might explain his difficulty? A) The organization's culture resists outsiders, and the director must be more patient. B) The director has not received sufficient support from the company's senior leadership. C) It is apparent to the HR team that the HR director lacks technical expertise (expert power) in the organization's business. D) The director has always used legitimate power to lead his teams, and this team doesn't see leadership in this way.

D) The director has always used legitimate power to lead his teams, and this team doesn't see leadership in this way. (The scenario suggests that the problem may be a leadership style that was effective in one organizational culture but ineffective in another. In the manufacturing environment known for standardization, the leader may rely on legitimate power (command and control) that comes from position and title. In the new organization, teams may respond better if leaders use referent power (collaboration and influence), acknowledging the team members' preferences for collaborative and autonomous (freedom to govern itself) conditions.)

Why would an HR manager recommend using an external firm to conduct an organization's first employee engagement survey? A) This releases management from needing to address results following the completion of the survey, as the external firm will do so. B) This reinforces that survey results apply to the organization, as similar data exists from other organizations. C) This minimizes senior leadership's involvement in the engagement survey project, enabling them to focus on operational concerns. D) This allows the organization to benchmark its results against those of comparable organizations.

D) This allows the organization to benchmark its results against those of comparable organizations. (For an organization's initial survey, the ability to compare results to similarly situated organizations is helpful to establish a baseline of areas to focus initial attention on. Benchmarking - process by which an organization identifies performance gaps and sets goals for performance improvement by comparing its data, performance levels, and/or processes against those of other organizations.)

An organization with workplace flexibility policies has been accused of providing more access to these benefits for parents than for non-parents. Parents get time off for child sick days and appointments, while non-parents are expected to work longer hours. Which is the best course of action to address this issue? A) Identifying who is spearheading the complaints and offering concessions if they agree to stop instigating unrest. B) Determining the additional time off required by parents and providing matching time off to childless employees. C) Requiring parents to make other arrangements for child care so childless employees feel that they are treated equally. D) Validating the claims and then revising and communicating policies to ensure that they are applied equitably to all employees.

D) Validating the claims and then revising and communicating policies to ensure that they are applied equitably to all employees. (The best course of action is to review related policies, revise them, and communicate the changes. Matching time off for childless employees is impractical and logistically problematic. Offering concessions to the whistleblowers amounts to unethical behavior. Requiring parents to make other arrangements imposes a hardship that could cause turnover.)

Why might an employer choose to accept a union? A) A union is a useful way to organize complex bodies of employees. B) It strengthens the employer's power with the union. C) The grievance process in a union contract is much more simple than in other situations. D) Union campaigns effectively motivate workforce performance.

A) A union is a useful way to organize complex bodies of employees. (In some workplaces, unions can help employers communicate more quickly and clearly and implement actions in a more coordinated manner).

What impact does an organization's local responsiveness (LR) globalization strategy have on its people strategies? A) Comprehensive cultural training programs must be created for global assignees. B) Strong mentoring and talent management programs must be deployed. C) Rotational programs between host-country and headquarter's positions need to be created. D) Coherent hiring processes need be developed to be used in all locations.

B) Strong mentoring and talent management programs must be deployed. (An LR strategy commits an organization to greater reliance on local expertise. This calls for increased investment in developing local talent and a new class of local leaders. Local responsiveness (LR) - Globalization strategy that emphasizes adapting to the needs of local markets and allows subsidiaries to develop unique products, structures, and systems.)

A staff member regularly stays late in the office and indicates in performance review meetings a commitment to the employer. Yet, the staff member's network inside and outside the HR department is small. When the HR team lists its members, they often forget to include her. What might this signify to the HR leader? A) Stalled team formation. B) Insufficient workplace diversity. C) Transactional engagement. D) High achievement orientation.

C) Transactional engagement. (Transactional engagement - occurs when an employee appears to be engaged and committed but is not actually engaged. In this case, the lack of connection with other members of the organization signals incomplete engagement.)

A recent employee survey reveals inefficiencies in production processes. Which structured activities should be recommended to correct the inefficiencies? A) Engaging stakeholders. B) Aligning roles and responsibilities. C) Identifying talent needs. D) Focusing on process requirements.

D) Focusing on process requirements. (Over time, work processes can become detached and lead to delays. OED (Organization Effectiveness & Development) process strategies aim at realigning work and refocusing on how work is accomplished.)