SHRM Study Questions

Because change is constant and brings new risks, HR is reviewing the current context for risk management. Which assessment will provide information on changing internal and external risk elements? A. SWOT analysis B. PESTLE scan C. Risk analysis D. Risk survey

A. A SWOT analysis will reveal internal and external sources of risk that have changed and require consideration for the risk management plan. The other assessments offer information too limited to provide a general sense of new risks that need management.

A multinational company is assessing its corporate social responsibility (CSR) goals and expectations for the coming year. How can HR best help with this initiative? A. By setting priorities B. By gaining executive commitment C. By setting the objectives D. By gathering information from stakeholder focus groups

D. In the assessment stage of the CSR strategic process, stakeholders are consulted to help the organization see how its efforts are viewed.

Which of the following factors is most critical to the success of an effective health and safety program? A. The institution of a preventive health care program B. Compliance with OSHA's hierarchy of controls: Elimination, Substitution, Engineering Controls, Administrative Controls, Personal Protective Equipment C. Effective administration and implementation of the program by HR professionals D. Positive support of the program from top managers

D. Senior management approval and support of any HR initiative is the most important factor that is critical to its success. Funding, approval, employee involvement can be stunted if senior management does not approve of the initiative.

When an HR manager receives notification of an employment-related lawsuit, which action should be taken first? A. Issue a litigation hold letter. B. Report it to business insurance as a claim. C. Draft a thorough response. D. Advise counsel to file a countersuit.

A. A litigation hold letter should be issued. Issuing the appropriate notifications prevents the loss of potential evidence and allows for further legally compliant direction from counsel. Counsel should be consulted before any of the other steps are taken.

Which action would be typical of an effective HR leader? A. Anticipate and prepare for changes B. Places more importance on tasks than relationships C. Focuses on short-term wins to influence management support D. Ask team members to take responsibility for their own development plans

A. Anticipate and prepare for changes

What does a strong communicator use to determine which communication method is most suitable? A) Timetable, group voting, encoding, and decoding B) Purpose, objectives, target audience, and key messages C) Best tools that are already at hand D) Most innovative methods available

B. A strong communicator uses the purpose, objectives, target audience, and key messages to determine which communication methods are most suitable.

Employees should check with headquarters before making expediting payments to local offices. A. Ethical universalism B. Cultural relativism

B. Cultural relativism. This policy indicated some flexibility to local ethical norms.

Which risk factor is being sought by an HR director at a retail store chain who meets with senior leadership to discuss the amount of uncertainty the organization is willing to accept regarding wage and hour practices? A. Position B. Appetite C. Expectancy D. Capacity

B. Risk appetite is the amount of uncertainty an organization is willing to accept to attain its goals.

What is the term for the right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions? A. Conflict of law B. Rule of law C. Jurisdiction D. Due process

C. Each legal body (e.g., city, state or province, country) has the right to apply its laws to activities occurring within its defined boundaries.

HR's attempt to measure the value of the human talent of an organization is known as which of the following? A. Strategic management B. Resource allocation C. Talent management D. Human capital projecting

D. Human capital projecting is a budgetary activity that is part of the overall strategic management of the resources necessary to achieve organizational outcomes.

A multinational company is assessing its corporate social responsibility (CSR) goals and expectations for the coming year. How can HR best help with this initiative? A) By setting the objectives B) By setting priorities C) By gaining executive commitment D) By gathering information from stakeholder focus groups

D. In the assessment stage of the CSR strategic process, stakeholders are consulted to help the organization see how its efforts are viewed.

An organization is considering expanding its operations to a new country and is gathering information about doing business there. Which kind of analysis would be most useful at this stage? A. PESTLE B. SWOT C. CBA D. ROI

A.

A company has decided to expand globally. What is the initial challenge the company will most likely need to address with its stakeholders as a result? A. Managing conflicting directives among stakeholders B. Understanding the various cultural expectations of stakeholders C. Solving ethical dilemmas between multinational groups D. Setting short and long-term goals across the organization

B. In a global organization, the expectations of stakeholders are closely tied to the culture, and they may vary widely from one group to another. Solving ethical dilemmas and setting goals are challenges that are better addressed more contemporaneously rather than at the onset. Managing conflicting directives is a challenge for any organization regardless of its global footprint.

Productivity: a. is purely a function of the quantity of output. b. is a measure of both quantity and quality c. measures are possible for jobs with a tangible product, but not for jobs with an intangible output, such as services. d. is best measured at the organizational level

B. Productivity is the result of the efficient and effective deployment of resources. It measures both quantity and quality of output.

Gaps between actual and desired performance are best identified in which phase of the ADDIE process? a. Development b. Design c. Analysis d. Evaluation

C. During the analysis phase of the ADDIE model, the trainer will identify the instructional problems, instructional objectives, learning environment, and existing skillsets of the learners. This is also the stage where the gaps between actual vs desired performance is determined

An organization needs to prioritize spending for its risk management initiatives. What would be a good first step? a. Direct every function in the organization to complete risk assessment forms B. Establish senior management's risk tolerance C. Compare costs of mitigating risks with costs of transferring risks D. Identify processes/individuals critical to the organization's delivery of value to stakeholders

D. While all the stated choices may help develop an appropriate risk management plan, a good first step is to identify critical processes and individuals essential to the organization's continued functioning. This will help the organization focus its resources in the most effective manner

Which best describes a company with a polycentric approach to globalization? A. Local cultural norms are implemented as policy globally. B. Global policies are adopted and implemented locally. C. Global policies are modified locally for legal compliance only. D. Local cultural norms are understood and implemented locally.

D. In the polycentric orientation, entities are allowed a large measure of independence as long as they are profitable and may adapt to local culture and legal compliance as needed.

An organization is looking to use internal recruiting methods to help forecast which jobs they may be able to easily fill with internal candidates if they open up in the future. Which internal recruiting method would be most helpful? A. Job posting B. Employee referrals C. Nominations D. Job bidding

D. Job bidding allows employees to indicate interest in positions.

What is the best way to address high volume of annual staffing fluctuations and the need to onboard new employees quickly? a. Seasonal workers b. Temp-to-hire programs c. Flextime scheduling d. Job sharing

The answer is A. Seasonal employment is for a set period of time tied to annually recurring periods of work for the organization. Seasonal workers may be hired as necessary and as budget allows.

Which leader behavior illustrates the concept of social intelligence? a. Checking the group continually for visible signs for reactions b. Behaving the same way in meetings with senior management and staff c. Being honest and candid, even if it may offend some in the group d. Recognizing which individuals in the organization hold more influence

The answer is A. Social intelligence involves being aware of one's own actions and how they are being perceived and responded to by others. The socially intelligent leader then changes his or her behavior to increase the group's sense of trust and ease in the situation.

What characterizes the most successful talent management OED initiatives? A. A consideration of the strategic needs of the organization as well the individual needs of the employee B. Tracking of high-potential employees for leadership development C. Use of a learning management system to track training of employees D. Inclusion of both short-and long-term goals for each employee

A A consideration of the strategic needs of the organization as well the individual needs of the employee. The more overlap an initiative has between organizational and individual needs, the greater the opportunity for joint satisfaction

What is the first step of the International Organization for Standardization's (ISO) risk management process? A. Establish the risk context. B. Prioritize risks. C. Identify and analyze risks. D. Create communication channels.

A. The first step is to understand the nature of risk in the organization's business and the organization's relationship with risk. Communication is ongoing throughout the risk management process.

What is meant by a fiduciary duty or obligation? A. Legal obligation to provide a minimum wage for all workers B. Legal obligation of one party to act in the best interest of another C. Legal mandate to provide employees with retirement pension benefits via government or private sources D. Laws dictating the terms of termination and end-of-service calculation

B. Legal obligation of one party to act in the best interest of another. A fiduciary duty (or fiduciary obligation) implies a legal obligation of one party to act in the best interest of another. The obligated party is typically referred to as a "fiduciary" (e.g., an individual or party entrusted with the care of money or property)

Which injury must be reported to the OSHA? A. Rash that is not work-related B. Loss of consciousness C. Minor laceration requiring first aid D. Employee's hearing test with minimal changes

B. All organizations with more than ten employees, except for low-hazard businesses, must report all employee occupational injuries and illnesses that are beyond first aid. OSHA has specific criteria and forms for recording both work-related injuries and work-related illnesses.

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. 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.

A manufacturer experiences markedly lower capacity in one plant. The plant does not differ significantly in equipment, workforce size and skill, or processes. Which action should HR take to best assist the operations function in correcting this? A. Reviewing parts supplier management practices B. Conducting a needs analysis in this location C. Sharing best practices from other locations D. Delivering quality training to plant supervisors

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

HR is charged with remediating customer service delays in an organization where cumbersome and redundant service tickets require multiple approvals by different divisions. Which structural characteristic will the team probably examine? A. Decision-making authority B. Chain of command C. Span of control D. Layers of authority

B. Chain of command refers to the line of authority in an organization. Though traditionally a subordinate reported to only one superior, today the chain of command is growing less distinct in many organizations. It can, in some cases, become matrixed, and, as ad hoc or permanent work teams become more common, the line of authority can appear lateral or web-like. This can affect the speed with which decisions are made. The solution is often to revise decision-making authority.

After a project failure how can an HR leader help the organization develop a more agile and risk-tolerant environment? A. Not advocating for review of the failed project details and moving forward to the next project immediately B. Discussing the failure as a learning opportunity C. Disciplining only if there is financial impact D. Identifying and addressing mistakes individually

B. Discussing the failure as a learning opportunity is characteristic of a learning organization. Avoiding the failed project doesn't create a learning opportunity, and identifying and addressing mistakes individually just focuses on what the people involved in the project did wrong. Disciplining only if there is a financial impact would create more risk aversion.

Which situation violates the Employee Retirement Income Security Act's standards for pension funds? A. An employer's plan excludes employees under age 21, regardless of how long they have worked for the organization. B. Employees are required to have a minimum of 15 months of service before they can participate in their employer's defined benefit plan. C. Employees become fully vested after a defined period of service. D. Employees are allowed to transfer their accrued pension funds to another employer's plan.

B. Employees must be allowed to participate if they are at least 21 years old and have completed 12 months of service. An organization cannot set the age for participation at more than 21 or the service requirement at more than 12 months.

The vice president of HR is participating in a strategy-setting session with senior management and functional leaders across the organization. What is the most useful role HR can play in this situation? A. Being aware of the strengths and weaknesses of other business functions' business processes B. Identifying and communicating potential challenges and opportunities related to human capital C. Providing detailed information to the group on HR's structure and capabilities D. Providing financial and performance data about the organization's workforce

B. HR can contribute its knowledge of the workforce and environmental factors to the strategy discussion, pointing out opportunities that current workforce capacity and competencies create and workforce limitations that would have to be addressed to ensure the success of a strategy.

The decision to build or buy the talent necessary to achieve organizational objectives is part of which of the following analyses? A. Budgeting B. Human capital projecting C. Cost-benefit analysis D. Return on investment

B. Human capital projecting seeks to bridge the gap between desired outcomes and existing talent. It includes factors that address the deficiencies, such as the skillset of the existing workforce, cost of implementing development plans, and whether to invest in the existing workforce (build); or purchase the talent from teh external labor market (buy).

Online payment processing, applicant tracking, and production scheduling are all examples of what type of computer-based information system? a. Human resource information b. New enterprise software c. Content management system d. Supply chain management

B. New enterprise software is a type of computer-based information system that is holistic; it stores, organizes, and allows for the manipulation of information related to the organization as a whole as opposed to a single department. Senior human resource professionals are often tasked with helping to understand the strategic application of integrated systems throughout the company

Why is succession planning important for an organization? A. It assigns a quantitative value to a company's future goals B. It takes a proactive approach to preserving continuity in the face of worker attrition C. It boots morale by reducing interdepartmental competition D. It creates clear lines of responsibility for effective communication

B. Succession planning refers to the process of planning future leadership in an organization to ensure that key knowledge, relationships, and other valuable assets are not lost when leaders resign or retire.

Which is a disadvantage of a matrix structure? a. Difficult to respond to special customer needs b. Difficult to coordinate across divisions c. Difficult to explain to employees d. Difficult to introduce new product lines

C. A matrix structure creates a dual rather than single chain of command. As a result, some employees report to two managers rather than one. For example, the director of training could report to both the vice president of sales and the vice president of marketing. This arrangement is often both confusing to explain to employees and expensive to manage

What are the two popular search tools to find peer-reviewed, evidence-based research? A. CNN and FOX B. Medline and Yahoo News C. Google Scholar and PubMed D. People Quest and People Soft

C. Google Scholar and PubMed

According to the upstream/downstream strategic model, what HR activities are most likely to be placed at headquarters? A. Workforce alignment B. Benefits C. Compensation D. Labor relations

A. The upstream/downstream model considers it useful to localize downstream HR activities (compensation, benefits, labor relations), placing them closer to HR customers. Upstream functions (strategic planning, workforce alignment) should be closer to corporate headquarters.

What is one of the major disadvantages of bureaucratic organizations? a. Human relations are largely ignored b. Organizational efficiencies are decreased c. An over-reliance on inputs and outputs develops d. Companies lose their ability to manage costs

A. A major disadvantage of bureaucratic structures is that the human aspect of work gets largely ignored. This is because the focus is on human capital as a means to an end as opposed to a resource that can be developed and managed for the benefit of the entire organization

Simone has just been hired and is asked to complete a Form I-9. She offers her driver's license as proof of her identity. What else is required for her to complete the document? A. She may offer any document authorized on the Form I-9 instructions as proof of her authorization to work B. She must have a Social Security number to submit on the form C. Simone has a U.S. Passport but told that she can't use it for her Form I-9 D. As long as Simone offers to get a Social Security number in the next 30 days, she can submit her Form I-9

A. She may offer any document authorized on the Form I-9 instructions as proof of her authorization to work

Service specialists are given a lot of discretion when dealing with customers, and those interactions have a big effect on the organization's sales. The difference in revenue generation and customer satisfaction between high performers and low performers is significant. What best describes the high performers? A. Pivotal talent pool B. Mentor candidates for low performers C. Future leaders D. Employees with special skills

A. These service specialists would be an example of what Boudreau and Ramstad call "pivotal talent pools." Boudreau and Ramstad maintain that these can lead to improved organizational decisions and performance.

Which of the following analytics features of an HRIS provide metrics that are configurable to user preferences and can be linked to organizational metrics? A. Standard reports B. Dashboards C. e-HR reports D. Ad hoc reports

B. A dashboard provides leaders with high-level, real-time metrics that are configurable to user preferences. It allows the leader to link data to essential organizational metrics in order to make correlations between HR outcomes and the organization's strategic goals.

What tool uses in-basket tests, role plays, and psychological inventories to gauge the abilities of a company's leadership team? A. Leader career battery B. Assessment centers C. Situation judgment tests D. Work samples

B. Only assessment centers are integrations of in-basket tests, role plays, and psychological inventories.

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

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

Which is the best method an HR manager of a small engineering firm should use to strategically evaluate all positions within the firm to create a formal hierarchical structure? A. Point-factor B. Job competency C. Job ranking D. Quantitative

C. Job ranking is a nonquantitative method used to evaluate the entire job and sequence jobs in hierarchical order based on their value to the organization.

The director of HR has created a training program that allows learners to participate in a live crisis management simulation. Which adult learning style does this support? A. Gustatory B. Auditory C. Kinesthetic D. Visual

C. Participation in a live simulation provides the hands-on approach that is preferred by kinesthetic learners. Auditory learners prefer hearing or reading information about the crisis, and visual learners would be best suited to seeing pictures or observing a video of the crisis. Gustatory perception or learning occurs through the sense of taste and is not related to this example.

Self-awareness, social awareness, relationship management, and self-management are components of which of the following? A. Emotional intelligence B. Intellectual quotient C. Company lunch-and-learn trainings D. New hire training

A. Emotional intelligence

Several raters evaluate job descriptions and arrange them according to their value to the company. Which job evaluation method are you using? A. Classification B. Ranking C. Point Factor D. Market-Pricing

B. Ranking

Constant conflict, even at a low level, can damage productivity. True False

True

Which conflict resolution technique emphasizes agreement through concessions? A. Compromise B. Collaboration C. Assertion D. Avoidance

A. Compromise. When both parties involved in a conflict reach resolution through concessions, its called compromise.

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. In some workplaces, unions can help employers communicate more quickly and clearly and implement actions in a more coordinated manner

One potential negative effect of an increase in digital media services in the workplace includes which of the following? a. An increase in bullying or harassing behaviors b. An increase in successful union organizing efforts c. An increase in mental health disorders d. An increase in competitive compensation packages

A. The influence of social media and other digital content can change both social skills and a sense of empathy in individuals. Digital devices may facilitate bullying and harassing behavior that eventually finds its way into both private and professional environments.

The grapevine in an organization should be; A. managed by adding accurate information. B. eliminated as much as possible. C. prevented from spreading information across established lines of communication. D. used to warn employees of impending disciplinary actions

A. There is no way to eliminate grapevine communication in the workplace. However, there are ways to better understand it, control it, and eliminate the negative sides grapevine can bring to your company by ensuring proper employee communications.

What structure is in place in a company where the HR department makes all HR policy and strategy decisions and coordinates all HR activities and programs? A. decentralized B. dedicated C. centralized D. functional

C. In the Centralized HR structure, HR strategy, policy, administration and decisions are concentrated in a strong, singular HR department. Policies and practices are the same across business locations, and HR support and administration adopt a "one size fits all" model.

What type of technology arrangement would best meet the needs of an organization with highly distinctive demands, a need for a high level of security, and an uninhibited budget? A. Integrated, proprietary, on-site system B. Software as a service via private cloud C. Best-of-breed solution, hosted off-site D. Software as a service via public cloud

C. A best-of-breed solution that would meet specific needs and that is hosted at a secure site off premises (a private cloud) would be the best solution. An integrated solution might sacrifice some functionality, a proprietary and on-site solution might be prohibitively expensive, and a public cloud solution might not offer sufficient assurance of security.

Which is the best way for an HR director to influence staff that are resistant to adopting new processes that measure and report on the HR function's performance? A. Postpone implementation until the staff agree to the new processes. B. Ask the staff to give the new processes a trial and then reassess. C. Explain the new processes impact on the perception of HR by other functions. D. Make the new processes part of the staff's performance appraisals.

C. One of the primary benefits of measuring HR performance is to demonstrate what HR is contributing to the organization and its internal partners. In addition, explaining the benefits of a change, helps people accept a change more readily. Making the tasks part of the staff's performance appraisals, may increase staff resistance to the change and decrease engagement. Gathering metrics is important, and delaying it or giving it a trial status would not show leadership.

A company's learning and development (L&D) division is tasked with creating, developing, and implementing an executive leadership program across the organization. What should be the L&D division's first step in creating the executive leadership program? A. Conduct a listening session with executives. B. Conduct a needs assessment with executives and managers. C. Create a succession plan. D. Review the organization's strategic plan.

D. Reviewing the organization's strategic plan identifies and describes the organization's current state, its desired future state, and how it intends to achieve that future state where the new program is aligned with the organization's mission, vision, and strategic direction. The other three answer choices do not provide a comprehensive overview and analysis of the organization's past, present, and future goals, objectives, and strategies.

Interpersonal conflicts don't always have to be resolved or maintain productivity. True False

True. This statement is true. Sometimes conflicts rooted in differences in personalities or values can be managed, but not resolved, by communicating and enforcing clear ground rules for behavior.

What are Michael Porter's three strategies to maintain a competitive edge?

1. Cost Leadership 2. Differentiation 3. Focus

Which HR professional will be most successful at developing a professional network? A. Professional A focuses on almost entirely on being "excellent" and providing superior customer service B. Professional B looks for opportunities to apply his/her expertise to help others inside and outside the organziation C. Professional C regularly stops by colleagues' offices to chat informally D. Professional D looks for people with useful skills and builds relationships with them,

B

What is the most effective way for HR professionals to align organizational effectiveness and development (OED) with organizational goals? A. Increase the budget for training activities. B. Reduce learning time for mastery of critical skills. C. Participate in the strategic planning process. D. Involve managers in the development of training activities.

C. HR professionals will be effective at aligning OED initiatives with organizational goals if HR has an active participation in the strategic planning process

HR tactical goals and action plans are communicated through which of the following strategic tools? A. BCG Matrix plan B. Human capital management plan C. Needs assessment D. Corporate obejctives

B. The human capital management plan is the tool HR uses to communicate direction, desired results, objectives, action plans, and key measurables. It seeks to correlate HR action items with the company's strategic plan

Explain the role of a mission statement in an organziation.

The role of a mission statement is to clearly state the objective and purpose of a company.

The need to feel respected and values by others is a basic human need. Tue or False

True. Esteem is one of Abraham Maslow's five basic human needs

The determination of the quantity and what kind of resources will be necessary to execute the strategic plan is the definition of which of the following activities? a. Cost accounting b. Budgeting c. Finance Operations

B. Once the strategic plan has been developed, it is possible to identify, quantify, and budget for the necessary resources to take action. It includes activities such as hiring new employees, allocating training dollars, and purchasing equipment

What is the best outcome of effective succession planning for leadership positions in an organization? A. Equitable and fair compensation and benefit structure B. Continuity in leadership and key positions C. Comprehensive performance management program D. Robust onboarding and retention programs

B. Succession planning helps provide continuity in leadership by avoiding extended and costly vacancies in key positions.

Which reputable approach encourages producing the most value from the least resources? A. Six Sigma B. Lean C. Minimalist D. Sustainability

B. Lean

What is zero budgeting?

Zero budgeting requires justification for all expenses in the new budget with minor adjustments , as opposed to assuming figures based on the previous year's budget.

When developing leave plans which factors are the most critical to consider? A. Objectives and legal requirements B. Types and employment eligibility C. Cost and budgetary implications D. Policies and procedures for use

A. Objectives and legal requirements

What appears to be the major obstacle to principled negotiation? A. Refusal to make concessions B. Cultural differences C. Bullying behavior by the publisher D. Clash of personal styles

B. Cultural differences

An employee is paid $75,000. The pay range for this position is $60,000 to $100,000. What is the employee's compensation ratio? A. 0.75 B. 0.83 C. 0.94 D. 1.25

C. Compensation ratios are found by dividing the employee's pay rate by the pay range midpoint, or $80,000. Therefore, 0.94 (rounded up) is the correct answer.

Which of the following stages in the strategic planning process answers the question "Where do we want to be?" A. Preplanning B. Environmental scan C. Strategy formulalti9on D. Strategy evaluation

C. Formulating the strategy includes developing the mission, vision, values, and goals of the organization or department.

What would be the best advice for an HR manager presenting a complex analysis of workforce needs and recommendations to a leadership group? A. Let the audience draw its own conclusions. B. Practice alone with visuals. C. Frame the information. D. Include all data in visuals.

C. Framing the information will help the audience see the purpose behind the data analysis and will present the information in a logically sequenced way that leads the audience to the desired goal for the communication.

An organization's salary structure is best determined by; A. benchmarking outcomes B. The lifecycle stage it currently is in C. Internal equity considerations D. Its compensation strategy

D. An organization's salary structure is best determined by its compensation strategy. A compensation strategy aligns business goals with remuneration principles, corporate culture and employees.

Which organization functions are most likely to experience increased costs due to greater diversity? A. PR and branding B. IT and customer support C. Marketing and advertising D. Training and recruitment

D. Diversity can increase costs for training in cultural awareness, communication, and team building, and it can increase costs and time frames for recruitment efforts since a broader diversity-based talent search often requires new sources, procedures, and validation measures.

What is the role of an informal knowledge management system in an organization? A. Sharing critical information and experiences from an individuals' networks B. Cataloging tangible assets for the organization C. Providing specific communication and training on using the system D. Ensuring that best practices are captured

A. Knowledge management systems can be formal or informal. Informal systems capture critical information and experiences. They are very influential in organizations but are based more on personal networks.

An organization's college recruitment effort has been unsuccessful in attracting minority candidates. Which step should HR consider? A. Implementation of a bonus for current employees if they make referrals B. Increase college recruiting at universities who have large percentages of minority students and alumni C. Portraying more minorities in marketing materials D. Changing the job requirements for new hires

B. Most urban universities are more diverse than those in rural and suburban areas and are likely to be good sources for qualified minority applicants.

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

B. Over time, work processes can become detached and lead to delays. OED process strategies aim at realigning work and refocusing on how work is accomplished.

What is the correct positioning of a HR strategy? A. It is future-oriented in operational outlook B. It cascades from Human Capital Management practices C. It cascades from the corporate strategy D. It is the overall plan for HR functional areas

C It cascades from the organization's corporate strategy. The HR strategy should be derived from and aligned with the organization's strategic goals

Which organizational change would be most effective in aligning the talent selection process with HR's strategic mission to provide service to internal customers? A. Developing a service level agreement with hiring managers. B. Reviewing HR's mission and values with all staff members. C. Upgrading the HRIS. D. Reviewing and revising the organizational structure.

D. An effective structure distributes decision making from top to bottom in a way that improves the effectiveness and efficiency of the entire organization. Adding tools, defining expectations in a service level agreement, and reinforcing the culture will correct the basic structural problem.

We will not allow any form of child labor that interferes with a child's education. A. Ethical universalism B. Cultural relativism

A. Ethical universalism. This policy indicates acceptance of a widely accepted moral norm, as reflected by the fact that it is an International Labor Organization convention.

When creating an executive compensation plan, which factor should the HR leader consider as critical? A. Incentives to meet business objectives B. Accounting consequence of discounted stocks C. Employee's portion of stock option costs D. Cost-of-living increase for that year

A. Incentivizing executives to meet business objectives is the most critical factor in designing executive compensation plans.

Which is an example of how managers can best leverage the social sharing of knowledge? A. Using coaching and mentoring programs to transfer knowledge throughout the organization B. Holding monthly meetings where all employees have to share knowledge with colleagues C. Requiring employees to use a formal technology-based tool when using social networks D. Engaging a consulting firm to create a common database to share information

A. Personal networks and social capital are part of the informal knowledge management system in which employee share knowledge. This does not depend on a computer application, like the formal system does, but rather on personal networks and associations that have been nurtured over time. Coaching and mentoring are methods to leverage and share information.

Procedural justice deals with which of the following questions? A. Was the decision-making process fair? B. Would the outcomes hold up in court? C. is the manner in which the outcomes are distributed fair? D. Would a reasonable person agree with the decision?

A. Procedural justice refers to the perceived fairness of rules and processes used to determine outcomes. Distributive justice refers to the perceived fairness of outcomes or resource allocations.

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. HR head count may be reduced due to time savings. B. Employees may feel that they are doing HR's work. C. The organization will need to determine the complexity of tasks. D. Users will be notified when their changes are made.

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

Which strategy for international assignees best helps to improve their overall experience and reduce their sense of isolation? A. Ensuring that assignees are equipped with communication platforms and technologies B. Allowing assignees frequent returns to the host country to visit with family C. Holding regular debrief meetings with assignees to discuss current events D. Providing postal mail and delivery services for assignees

A. Traditional images of international assignees have changed, especially with regard to their sense of isolation, due to tools and equipment like the Internet, smartphones, tablets, Skype, social media, and related platforms.

You just found out that the large appliance retailer for which you work is in the early stages of taking bids for a merger. Which of the following is the best way for you to stay informed during the process? a. Ask the management team to keep you informed of progress b. Form a due diligence team made up of key individuals c. Meet regularly with the CFO for updates d. Wait for direction and invitation to participate

B. HR has many opportunities to lead before, during, and after an M&A. In this scenario, forming a due diligence team will bring all of the key players together to ensure those who need to be informed are all on the same page

---------stakeholders are those whose concerns the organization must address in order to ensure its own survival. a. Organizational b. Primary c. Corporate d. Competitive advantage

B. Stakeholders can be divided into primary stakeholders, or those who have a direct stake in the organization and its success; and secondary stakeholders, or those who may be very influential, especially in questions of reputation, but whose stake is more representational than direct

As part of a new CHRO's onboarding activities, a workforce analysis was conducted. As a team building exercise, she is facilitating the HR team in the development of a staffing plan that will be presented to leadership. What guides the goals for the plan? A. Organization's employment brand B. Gap analysis data C. Increase in qualified candidates D. Lower attrition rates

B. The process of reconciling the differences between supply and demand establishes the goals and objectives for the staffing plan. Other considerations that may impact the success of the staffing plan include lower attrition rates, increase in qualified candidates, and the employment brand.

Increased global competition has forced an organization's leadership team to analyze and manage unanticipated risks. The team is using a risk scorecard to help assess a variety of risks. How should the various risks be weighted? A. According to immediate financial gain B. According to strategic importance C. According to public relations impact D. According to ISO 31000 principles

B. The risks should be weighted according to strategic importance. If strategy is abandoned in response to immediate concerns, the organization could lose focus and direction. ISO principles do not specify how to weight risks.

What do managerial judgment forecasts, trend analysis, Delphi technique, ratio analysis, and turnover analysis help predict? A. Quantitative methods of labor demand B. Employee engagement levels C. Future staffing needs D. People analytics

C Labor forecasting is a formal process for anticipating the staff a company will require in the future. Labor forecasting can be done through qualitative and quantitative methods. Quantitative methods (mathematical and statistical model) include trend analysis, ratio analysis, etc. -while qualitative methods (human observations and judgments) include managerial judgment forecasts, brainstorming, Delphi technique, nominal group technique, focus groups etc.

An HR team is developing a budget for a hiring campaign. The associated costs include marketing materials; a venue rental for a hiring fair; and the time, labor, and salaries of the staff who will work at the fair. What types of cost are these? A. Indirect costs B. Regulatory costs C. Direct costs D. Training costs

C. Direct costs

Which makes a benefits program most effective in attracting and retaining employees? A. Reducing administrative costs and not providing employer contributions B. Balancing employees' needs while reducing benefits-related organizational costs C. Developing a compensation strategy specifically targeted at the workforce D. Increasing participation rates and reducing per-capita administrative costs

C. Strategic planning can control budgets over a period of years and provide meaningful benefits that aid in recruiting and retaining key employees. Benefit programs are integral to a competitive compensation strategy.

Which budgeting method would be most appropriate if HR has to make recommendations without the benefit of historical data? A. Flat-percentage B. Top down C. Zero-based D. Bottom up

C. Zero-based budgeting uses real-time operational data to determine how much money will be needed for hiring, outsourcing, equipment, and similar HR expenses. It is not dependent on historical data, nor does it assume that historical information is the correct baseline from which to project financial plans.

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. 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.

Which of the following is a benefit of organizational SWOT analysis? A. determines client satisfaction outcomes B.it is a critical metric for business unit results C. determines succession planning needs D. Identifies key issues within the business

D. The benefit of an organizational SWOT analysis is it identifies key issues within the business. SWOT analysis is used in the strategic planning phase as an environmental scanning tool to help an organization identify strengths, weaknesses, opportunities, and threats related to its business.

What is the dominant characteristic of a learning organization? a. Failures viewed as opportunity to make change b. Quick and effective benchmarking of performance against competitors c. Reliance on internal experience and institutional wisdom d. Importance of gathering and using feedback from stakeholders

The answer is A. The learning organization is a systems-level concept in which an organization is characterized by its ability to adapt to changes in its environment and respond quickly to lessons of experience by altering organizational behavior.

Which should be the first step an HR director takes to resolve the issue when having difficulty hiring engineers? A. Offer current employees a bonus for successful referrals. B. Research other recruitment sources and offer a retention bonus. C. Raise the starting salary for engineers above the current rates. D. Determine when the data was gathered and adjust it accordingly.

The organization needs to be sure that the data is accurate and timely. If it is outdated, they need to adjust it accordingly. For example, if inflation is 4% and the data is three years old, they are actually offering less than the average. Once they have adjusted the starting salary, they may also want to look at other recruitment sources, offer signing bonuses, and ask current employees for referrals.

What is the purpose of a root cause analysis? A. to determine the foundation-level reason as to why an overarching issue is occurring B. To determine the exact employee that caused an error during a process C. To determine the best source of external funding D. To determine how to allocate fixed funds with an organization

A. to determine the foundation-level reason as to why an overarching issue is occurring

Which components of a SWOT matrix examine influence that are EXTERNAL to the organization? A. Strengths and weaknesses B. Opportunities and threats C. Strengths and opportunities D Weaknesses and threats

B

Which strategy best facilitates internal transfers and maximizes flexibility when assigning pay levels? A. Adjusting pay based on comparable worth of jobs B. Minimizing overlap between pay grades C. Implementing a broadband pay system D. Adopting a seniority-based pay system

C. Implementing a broadband pay system

Skill availability and the age of the workforce are both examples of which of the following strategic planning elements? a. Scan of the internal and external environments b. Personnel diversity analysis c. Preplanning activities d. Talent demographics

A. Environmental scanning refers to possession and utilization of information about occasions, patterns, trends, and relationships within an organization's internal and external environment. It involves analyzing internal and external factors that may affect an organization's ability to compete. Reviewing what skills are available in the external labor market and identifying the age of the workforce to determine retirements or training needs are examples of data that are analyzed during an environmental scan

Which action would best assist HR in mitigating the risk of litigation? A. Consult with the company attorney and prepare for complaints. B. Terminate complainers who may become whistleblowers. C. Obtain employment practices liability insurance (EPLI). D. Offer incentives to offset complaints.

A. HR can best mitigate the risk of litigation by consulting with employment lawyers and preparing appropriate processes that address potential complaints in such a way as to ensure a prompt, consistent and legally safe response. EPLI protects against the risk of heavy financial losses and is not a preventative measure.

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

A.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.

Which is the best results-based comparative analysis for a company that has implemented an engagement strategy and action plan for reducing accidents on the job? A. Compare the monthly turnover rate before and after implementing the engagement action plan. B. Compare the workers' compensation incident rate before and after implementing the engagement action plan. C. Compare the revenue per employee rate before and after implementing the engagement action plan. D. Compare the employee absenteeism rate before and after implementing the engagement action plan.

B. The specific metric needed to identify a reduction of accidents on the job would be the workers' compensation incident rate.

Points scoring, challenges, leaderboards, rules and rewards characterize which employee engagement technology? A. Total Quality Management B. Blended Learning C. Gamification D. Vestibule and simulated learning

C Gamification is a growing trend in employee engagement that uses a digital environment where the employee plays a game that offers points, status, and rewards as they improve the skills and objectives the company is trying to meet. It can make employees more engaged and productive in a fun, easy, and accessible way

According to the Occupational Safety and Health Act, which action would most likely result in an employer citation? A. Recording all hospital visits due to work injuries B. Absence of a worker from wellness training C. Failure to provide training mandated by OSHA standards D. Failure to provide CPR training for supervisors

C. Providing training mandated under specific OSHA standards is a key responsibility as part of the employer's efforts to keep employees informed, healthy, and safe.

Which of the following HR tools serves as a guide for organizational and employee behaviors? a. The company handbook b. Standard operating procedures (SOPs) c. Critical success factors (CSFs) d. A code of ethics

D. A code of ethics is a set of principles and rules used by individuals and organizations to govern their decision-making process, as well as to distinguish right from wrong. A code of ethics is written from both organizational and employee perspectives. It serves as a guide for behaviors that serve the mission, vision, and especially the values of a company. HR is to model these behaviors and coach management, and employees, where necessary

Which process allows a new hire to become familiar with departmental processes and specific job tasks and tools? A. Realistic job preview B. Peer mentoring C. Onboarding D. Orientation

D. During orientation, new employees learn what they will do, whom they will interact with, and what tools and processes they will use. Onboarding is a longer process in which new hires deepen their relationships with coworkers and become part of the organization's culture. Realistic job previews are a hiring tool, a way of letting recruits know what a job really involves. Peer mentoring could be part of an onboarding program.

An organization raises the minimum pay of its salary ranges. Which is the best technique an HR manager should consider that will correct the compression issue that may occur between new hires and long-term employees? A. Red-circle new employees after increases. B. Provide person-based pay to long-term employees. C. Use a productivity-based system to bridge compression. D. Implement an aggressive merit pay program.

D. Pay compression describes situations where there is a small difference in pay between employees regardless of their experience, skills, level, or seniority. To counteract the effects of pay compression, a more aggressive merit pay program can be used.

The implementation of a self-service feature for benefits enrollment on the company's intranet is an example of? a. Cost control b. Scheduling c. Efficiency d. Technology

D. Technology can offer cost control and improve efficiencies in the human resources area by reducing the need for personnel to process HR-related data

What effect does a guide and advise strategy have on HR decisions that are related to personal leaves? A. Local management and headquarters are involved in making decisions jointly. B. Headquarters makes its interests and concerns known about local decisions. C. There is no deviation from the policies and practices created at headquarters. D. Headquarters devises policies, but application is determined at the local level.

D. The guide and advise strategy allows local operations to adapt headquarters policies to local norms, practices, and laws. Headquarters makes suggestions and offers support, but local HR adds the details needed for local implementation.

The four main functions of management are which of the following? a. Strategy, structure, systems, and staff b. Analyzing, designing, developing, and implementing c. Strategic, operational, administrative, and technical d. Planning, organizing, directing, and controlling

D. The most common management functional models include planning the work, organizing the resources, directing the people, and controlling efforts to achieve outcomes

You need to be concerned only about the immediate effects of a risk event. True or False

False. Th effects of risk can be immediate, short-term, and long-term.

The Wagner-Peyser Act protects employees who are: a. Unemployed B. Injured on the job C. Unable to work because of pregnancy D. Have two or more jobs

A Unemployed

How can an organization demonstrate to women a commitment to their career development and retention? A. Implement a succession plan that provides leadership development and training opportunities. B. Establish diversity and inclusion initiatives supported by leadership. C. Institute a paid family medical leave program that provides women time off to care for young children. D. Provide women opportunities to meet with leadership to discuss ideas and concerns.

A. Succession planning demonstrates to employees that the organization has an interest in their knowledge and skills and their career development.

What is a major disadvantage of time-based pay systems? A. They require multi-rater performance appraisal systems B. They favor quantity over quality in production levels C. They can raise pay levels over time even if performance is unsatisfactory D. They are subject to merit pay differentials

C Time-based pay systems compensate the employee according to the number of hours worked during the pay period. Compensation is not linked to employee performance but to employee presence at the workplace. A major disadvantage of a time-based pay system is that it does not reflect performance as a basis for pay differentials, and it can raise average pay levels over time even if performance is below average

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

C.

A small manufacturer of specialized electrical controls is expanding. Which strategy will likely have the greatest impact on its HR function? A. Contract with a qualified manufacturer in a country with lower labor costs to produce a specific product. B. Create an alliance with a larger manufacturer who can market these products more effectively. C. Add capacity by building a new plant in a different part of the country. D. Acquire an existing business with similar processes and products.

C. A greenfield growth strategy, such as building an entirely new plant, will likely have the greatest impact on HR, who must now recruit, hire, and train a new workforce and expand HR's administrative and operational roles. A strategic alliance may affect HR slightly, since a small number of employees may be involved. A merger/acquisition can pose considerable work for HR but not as much as a greenfield operation. Contract manufacturing will affect only those employees engaged in defining and monitoring the quality of the products. HR, however, should be mindful of whether the contractor is violating any labor standards or laws.

An HR director completes the monthly head count report and sends it to the Chief Human Resource Officer (CHRO). After review and approval, the CHRO submits the report to the finance team for review. Which tool should be used to convey responsibility for this essential job function? A. Position description B. Gantt chart C. Responsibility assignment matrix D. Organizational chart

C. A responsibility assignment matrix, or RACI chart, defines the roles and responsibilities of each person. These roles include the responsible role, the accountable role, the consulting role, and the informed role. The other answer choices do not clearly establish the chain of custody and required communications for the essential job function.

An employee receiving a demotion following corrective disciplinary action exemplifies what aspect of B.F. Skinner's behaviorist theory? A. Positive punishment B. Negative punishment C. Negative reinforcement D. Positive reinforcement

C. Negative punishment is the removal of a valued stimulus (in this case, one's current position with its rights and rewards) in response to an undesired behavior. Positive punishment adds a requirement in response to an undesired behavior (e.g., counseling or retraining). Negative reinforcement can involve changing someone to a less desirable job that he or she is better equipped to perform. Positive reinforcement gives a reward whenever the desired behavior is displayed.

A global HR team meets every two weeks via telephone conference calls. They supplement this communication with team and individual e-mails. The team has had many problems and conflicts that can be attributed to miscommunication. What might help the team leader reduce the number of these issues? A. Setting up meeting ground rules to restrict conflicts to offline discussions B. Switching from e-mailed documents to an HR team portal C. Sending a memo focusing on the need for better collaboration D. Replacing conference calls with video conferences

D. Video conferences have all of the benefits of conference calls, but they also convey nonverbal information about the speakers. This can deepen understanding and reduce miscommunications.

What is transactional leadership?

A type of leadership that focuses on accomplishing work by relying on contingent rewards, test instructions, and corrective actions

It is usually advised that employee handbooks avoid prohibiting an employee from verbally harassing other employees. Why? a. This can be construed as violating an employee's Section 7 rights. b. The specificity of the language can limit its applications. c. It is better to leave this type of restriction as tacit information. d. This creates a compliance and negative tone for the handbook

A. Different types of behavior can be interpreted as "verbal harassment," including talking to another employee about the benefits of joining a union. Therefore, this vague language could inhibit speech that is protected as a Section 7 right under the National Labor Relations Act. Recorded or not recorded, this prohibition would be problematic

What statement about career development is true? A. A career development plan can be effective without the active support of an employee's supervisor. B. Career development is most effective when aligned with the needs of the organization. C. Career development can occur without the active participation of the employee. D. Career Development requires a verbal agreement when formulating an employee's career development plan.

B. Career development is most effective when an employee's career goals and objectives support the mission of the organization. Employees need to be active participants in their own career development, and supervisors need to give active support to their employees' plans for career development. Having only a verbal agreement is not acceptable when formulating an employee's career development plan.

Which world legal system is based primarily on legal precedent? a. Criminal law b. Common law c. Civil law d. Religious law

B. Common law. Common law is based primarily on previous judgments by courts. In court cases, the lawyers point to precedents. The judge assesses the relevance of those precedents to the case at hand and then issues a new ruling, which becomes part of common law. Common law is made by judges, while civil law is made by legislators

What statement best describes the 70 in the 70-20-10 rule of leadership development? A. 70% of the workforce is doing the entirety of the work. B. 70% of managers time must be spent on challenging assignments. C. 70% of leadership skills are learned through hardship. D. 70% of managers will not develop leadership skills.

B. The 70-20-10 rule proposes that to develop leaders it is important to engage them in challenging assignments (70% of the time), developmental relationships (20% of the time), and coursework and training (10% of the time).

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

C. 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. People can adapt to nature; they cannot dominate it.

A HR manager decides to purchase a new HRIS system and has created the Request for Proposal (RFP). What is the next step in the process? A. Analyze needs and define goals. B. Secure top management support. C. Define preliminary budget. D. Send RFP to chosen contractors.

D. After defining the organization's needs for the HRIS in the RFP, the HR manager will begin the process of identifying qualified providers and sending them the RFP.

Employees who need to influence or control others are hard to motivate without harming other employees. Ture or False

False. Some employees are motivated my power or control (McClelland's three-needs theory). This can be directed externally to competing with external rivals, or internally to beating previous performance levels. Balanced with interpersonal skills, the desire for power can have a positive effect.

A company has chosen a growth strategy that entails buying existing brands in different countries. Which structure should the HR director recommend to group its jobs and align its efforts in local markets? A. Matrix B. Geographic C. Functional D. Product

B. A geographic structure will allow the strategy for each region to be aligned with its market's needs. A functional structure might be used to departmentalize each geographical division. Product and matrix structures would be more appropriate for a globally integrated strategy.

Marketing and IT are collaborating on a new system that will allow employees to access and change customer accounts. Which would be HR's most valuable contribution to this effort? A. Quality control testing before release B. Process training for users C. Identification of points at which users need account access D. Creation of project charter

B. HR's strategic role is to support other functions in achieving their own strategic goals. The most logical contribution for HR is to provide appropriate training in the use of the new system. HR could also advise on data privacy issues. Technical issues, such as testing or design, are best left to those who are most familiar with the process. The project charter should be created by the project leader, who, in this case, will probably be from IT or marketing.

What steps should HR take to develop employee behaviors which will create a culture of transparency? A. Assigning transactional activities to employees B. Having a collective bargaining agreement C. Establishing a climate of communication D. Training employees to be an ombudsperson

C. Establishing and supporting an ongoing climate of two-way communication between employee and supervisor is critical and can lead to solutions. A collective bargaining agreement does not clarify expectations. An ombudsperson is a neutral third party who investigates complaints and help mediate disputes. By handling transactional activities, employees have more control over their benefits.

Which approach provides a qualitative understanding of current skills after the organization has installed new technologies? A. Turnover data B. Productivity reports C. Manager interviews D. SWOT analysis

C. Forecasting approaches include a variety of quantitative and qualitative analyses. A logical starting place is to consult with line managers and identify how many hours of each type of skilled work are needed to meet current needs. A SWOT analysis is an instrument that can be used in a variety of ways in the workplace which may provide an understanding of workforce skills but would typically take time to gather employees for input. Productivity reports will provide quantitative analysis. Turnover data will provide an understanding of people leaving the organization which may not be related to the new technology.

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) Tying compensation to knowledge management outcomes B) Punishing senior staff with negative performance review ratings C) Establishing intergenerational mentoring programs throughout the organization D) Planning an off-site meeting to uncover all issues

C. 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.

Which is the primary reason an HR manager should check with legal counsel before concluding that a situation constitutes an unlawful conflict of interest? A. A second opinion on a concern impacting an employee's reputation is prudent. B. The HR manager can benefit from seeking advice from an individual outside the company. C. Interpretation of a conflict of interest can vary significantly depending on jurisdiction. D. It may provide the decision maker with employment practices liability insurance coverage.

C. Interpretation of law can and does vary depending on jurisdiction and other factors (such as geographic location, international customs, or social norms).

The board of directors of a construction equipment conglomerate has approved the change of its HR structure to be --------. In this new structure, the Headquarters HR function will be staffed with subject matter experts who craft policies while other HR practitioners will be located within different locations to implement these policies. A. centralized B. dedicated C. decentralized D. functional

D. In the functional HR structure, headquarters HR is staffed with specialists who determine HR strategies and policies while HR generalists who are located within divisions or business units or locations implement these strategic policies, adapt them as needed, and are responsible for employee communication. Note that the functional HR structure allows for some modification of Headquarters HR-crafted policy by the HR generalists in the business units

Which of the following merger and acquisition activities is a useful strategy to ensure the retention of key leadership talent? a. Conducting confidential interviews with employees as soon as is legally possible b. Using outside consultants to administer assessments of key talent c. Re-recruiting top performers and communication their new roles as soon as possible d. All of the above

D. In this scenario, HR will be called upon to help identify and place critical talent as soon as possible within the new structure. Focusing first on leadership skills and capabilities using confidential interviews, assessments, and company commitment can help reduce the amount of uncertainty, and operational disruption, during the transition period

The phenomenon of "presenteeism" may best be addressed through which HR activity? a. Instructing employees to stay home when they are sick b. Offering paid sick leave for all workers c. Teaching management about the financial impact of presenteeism d. All of the above

D. Presenteeism occurs when employees report to work sick. Scientific research has demonstrated that this behavior has a negative effect on worker productivity and safety, as well as the risk of infecting other workers. Offering paid sick leave, having policies instructing employees to stay home when ill, training managers on the financial impact of presenteeism, and avoiding disciplinary action when necessary, can have an effect on its negative outcomes

Which dimension identifies aspects over which we have little control in the four-layer model of diversity dimensions? A. External B. Organizational C. Internal D. Cultural

C. Internal dimensions are aspects of the self, often assigned at birth, over which we have very little control. External dimensions are linked to life experiences. Organizational dimensions are similarities and differences based on an individual's position in the organization. Cultural dimensions are not included in the model.

What is the primary benefit of using a risk register? A) It creates transparency and accountability. B) It quantifies risk exposure in risk management efforts. C) It shows early warning signs of risk emergence. D) It fulfills compliance responsibilities.

A. A risk register documents risks that have been identified, assessments, management strategy, and individuals responsible for implementing and monitoring the strategy. While it may include information about key risk indicators that signal increasing risk, it is not used to identify these indicators

What statement best defines cultural relativism? A. There is no dominant culture in a multinational enterprise. B. There are universal norms. C. Regional cultures must be reflected in the code of ethics for global enterprises. D. Ethics is determined by local culture, laws, and practices.

D. Cultural relativism holds that ethical systems do exist but that norms are influenced by local culture, laws, and practices.

How can an organization that is experiencing high turnover minimize the learning curve for new employees? a. Encourage networking with members of their respective professional organizations b. Require new employees to interview coworkers and managers c. Assign new employees to special project teams d. Immediately provide appropriate access to the organization's information library

The answer is D. An organization's knowledge management system can expose new employees to information that supports their understanding of past practices and actions, which can make them current on various work projects, actions, and status. When new employees have immediate access to the knowledge management system and gain this type of knowledge, they can begin contributing immediately. The other answer choices are all valuable but will not have an immediate impact on the learning curve.

Which of the following is a tool from the Six Sigma approach? A. Value stream mapping B. HRIS C. SMART D. Flow state diagram

A. Value stream mapping is a tool from the Six Sigma approach that shows the value added by each step within a process. HRIS refers to information systems. SMART is an acronym to guide goal setting. Flow state diagrams are not a business tool.

What is the most essential driver of a performance management process that managers should focus on during individual performance planning? A. Global internal and external factors B. Organizational strategy and business objectives C. 360-degree feedback results D. Manager's feedback

B. Everything flows from the organization's strategy and business objectives. Employee performance plans must be tied to these strategies and goals, or the employees and the organization will be moving in different directions.

Which is the best indicator of how well management practices are working? A. Alignment B. Retention C. Engagement D. Stability

C. Management practices are the working methods and innovations that managers use to make the organization more efficient. The best indicator of how well management practices is working is engagement

What best demonstrates ethical universalism? A. Firms are required to follow a code of ethics. B. Ethical behaviors may vary throughout cultures and countries. C. Well-developed ethical codes, applied to all countries. D. Fundamental principles apply in all cultures.

D. Ethical universalism proposes that there are fundamental ethical principles that apply across all cultures; in other words, they are universally relevant.

If employers offer sufficient opportunities, employees will accept lower-than-market wages. True or False

False. This comes form the Herzberg's motivation-hygiene theory. If hygiene factors, such as pay are not acceptable, motivating factors, such as opportunities, will not achieve their goal.

What is the FIRST step in protecting employee data from espionage? a. Conduct thorough background investigations of all new hires who will have access to HR data. b. Cross-shred all HR paper documents before disposing of them. c. Plant false employment records to determine if someone is leaking, selling, or stealing files. d. Ensure that sensitive HR discussions occur only in secure environments

A. The first step to reduce the likelihood of corporate espionage is to know who is being hired. Full background checks are the first step to preventing corporate spies from entering an organization

What term best describes a corporate culture that focuses on meeting the technical requirements of regulations? a. Compliance culture b. Ethical culture c. Sustainability culture d. Values-based culture

A. Compliance in CSR Maturity Curve-In the compliance stage, organizations assume a defensive posture and sees social responsibility as a reluctant cost of doing business. Integration in CSR Maturity Curve-In the integration stage, CSR is integrated into the regular functioning of the business. These organizations have redesigned their products, services, processes and procedures to be more responsible and sustainable. Transformation in CSR Maturity Curve-In the transformation stage, an organization has redefined itself, its strategy, and its brand to reflect a commitment to CSR.

Which is a benefit of transitioning from paper to electronic document retention? A. Reduction in physical storage space required. B. Ability to better control access to records. C. Improved technical knowledge of employees. D. Defined process for record retrieval.

A. Electronic records do not exist in physical form, so the required physical storage space will be reduced. Both physical and electronic documents must have a defined process for record retrieval. Electronic records may not necessarily be protected, and physical records may be protected equally well. Electronic record storage doesn't necessarily affect employee technical ability.

An older employee complains to HR that younger employees are treating the older employee dismissively and making comments and jokes about her. The employee's manager has refused to get involved. What should HR do? A. Coach the employee's manager on ways to address intergenerational conflicts. B. Advise the employee to disregard the comments and behavior and focus on demonstrating her value to the manager. C. Ask for the names of the younger workers and contact them directly to remind them of the organization's values. D. Contact the manager's leader and advise them of the situation, offering support as needed.

A. This situation illustrates the challenges of a team that is diverse in terms of ages, with generations that have different values and preferences. The manager of this group needs to learn how to interrupt these behaviors in a way that builds teamwork—perhaps by pairing older workers with younger workers on tasks where their diverse experiences and expertise will be an advantage.

An HR VP is looking to drive the organization to improve as a learning organization. How can the HR VP help create a culture that supports organizational learning? A. Reward group learning and minimize individual learning, so that there are not disparate levels of learning among employees. B. Focus on instituting quality and continuous improvement to drive the organization moving forward. C. Focus on constraining creativity and channeling it toward strongly defined organizational learning goals. D. Create a program to set aside a week per year for all organizational learning to take place, separate from typical work activities.

B. A culture that supports organizational learning will inherently focus on quality and continuous improvement as organizational needs and training methods change over time. Organizational learning should embrace creativity and reward both group and individual learning. Learning should be seen as something that happens concurrently with work activities, not separate from them.

What must HR do to overcome the biggest challenge in implementing an effective workplace flexibility strategy? A. Confirm that employees have the technology to work remotely. B. Confirm that the immediate supervisor understands the requirements of the work role and its duties. C. Confirm that the leadership style is predominantly task-oriented, minimizing the focus on relationship building with employees. D. Confirm that senior leadership supports alternative work arrangements for all employees and departments.

B. One of the biggest challenges to implementing successful alternative work programs is ensuring that the immediate supervisor is on board. While overall culture is also important, the supervisor must be trained and supported to manage remote employees.

Which states the purpose of an organizational effectiveness intervention? A. Analyzing enterprise-wide operational efficiencies B. Removing design, structural, or cultural obstacles to success C. Identifying gaps between job requirements and job performance D. Determining present and future workforce training needs

B. Organizational effectiveness interventions are implemented to interrupt the status quo and to improve organizational performance. They may involve multiple actions and can be targeted at the organizational design, the structure, or even the culture of the organization.

When using statistics, what would you use to analyze the distribution of pay rates for a given position throughout the organization? A. Median rate B. Standard deviation C. Average rate D. Square root

B. Standard deviation describes how far a data point (in this case, an individual pay rate) is from the midpoint on a distribution curve. The larger the standard deviation, the more dispersed the pay rates are. The average (mean) and median rates establish the midpoint of a distribution but not the pattern of distribution of data points. The square root is not relevant to this task.

How can HR develop sustainability sweet spots? A. By looking for ways to tie HR initiatives to the organization's overall vision, mission, and values B. By evaluating the economic, social, and environmental effects of HR practices and policies C. By identifying and eliminating business practices that contribute to the organization's carbon footprint D. By shifting the burden of sustainability reporting and compliance to other organizational functions

B. To be sustainable, the practices of an organization have to be analyzed in terms of their social, environmental, and economic effects. By evaluating HR practices and policies through such a lens, HR can develop sustainability sweet spots.

Where the laws mandate a percentage quota or other special considerations for a specified minority group is called ....? a. affirmative action b. equal employment c. reservation d. equal opportunity

C. With the principle of reservation, the law mandates a percentage quota (such as employment) for a specified minority group. For example, Reservation in India provides historically disadvantaged groups representation in education, employment and politics. Based on provisions in the Indian Constitution, it allows the Indian government to set reserved quotas or seats which lower the qualifications needed in exams, job openings etc. for "socially and economically backward citizens

Which trait is not desirable in a leader in any culture? A. Dependability B. Affability C. Win-win mentality D. Loner

D. A leader should not be a loner but should establish relationships with team members and stakeholders, using those relationships to understand these individuals better. In this way, leaders can satisfy stakeholders' expectations and motivate team members toward a shared goal.

In which organizations would the HR to expense to Full Time Equivalent (FTE) employee ratio be the lowest? a. Organizations with 1 to 25 employees b. Organizations with 1 to 100 employees c. Organizations with 1 to 250 employees d. Organizations with more than 250 employees

D. The human resource expense to full-time equivalent (FTE) ratio reflects the total investment of HR dollars spent per FTE. This number generally is smaller in larger organizations because they can spread the total cost of HR services across a greater number of employees.

Which sequence should HR advise the VP of operations to take in consolidating job functions? A. Meet with stakeholders to agree on expectations; provide regular progress updates; measure resource allocation. B. Create metrics to measure project outcomes; develop a communication strategy; establish a project team; review budget; measure quality control. C. Develop a project plan roadmap; select a cross-functional project members; define the project objectives; assign project tasks to individual members. D. Define strategically aligned project objectives; set the timeline; determine the budget; establish quality control; measure progress; evaluate project results.

D. The sequence of steps in the project management process is (1) define the project objectives, (2) set the schedule and budget, and (3) evaluate whether the project yielded the desired results.

Which of the following is a legal consideration that is associated with using social media for recruiting? A. Engaging passive job candidates who may be a good fit for the organization but are not actively looking for jobs B. Misleading or inaccurate information about a candidate that overstates the candidate's qualifications C. False social networking profiles that were set up by an individual seeking to harm another individual D. Inadvertently discovering information that is illegal to use when considering an applicant

D. Use of social media in recruiting may inadvertently uncover information such as marital status or sexual orientation that is illegal to use when considering a candidate, which may open the organization up to discrimination allegations from candidates.

Which likely workforce reactions should the vice president of HR include in a presentation to executive leadership regarding an upcoming company reorganization? A. Short-term decline in performance and then rapid growth to a new level of performance B. Initial increase in workforce turnover and then a revitalization with additional new hires C. Increase in the use of paid time off and then a slight turnover of the workforce D. Significant drop in productivity and then a slow return to standard productivity levels

A. A well-managed organizational change leads to the "dreaded J curve," where there is typically a short-term decline in performance and then more rapid growth to a new level of performance.

How would a bank teller who works 38 hours per week and is paid $36,000 per year be classified under the Fair Labor Standards Act (FLSA)? A. Nonexempt employee B. Exempt administrative employee C. Independent contractor D. Exempt professional

A. According to DOL Fact Sheet #17, an employee would need to meet the salary requirement of $684 per week ($35,568 per year) in order to be exempt. The employee would also need to fit into one of the white-collar exemptions (executive, administrative, professional, outside sales, and, depending on the state, computer employees). A bank teller would most likely not fit into one of the white-collar exemptions, regardless of making above the salary threshold.

Which of the following is an appropriate employment contract provision for the Director of Marketing at a consumer goods retail company? a. Prohibiting the employee from working for a competitor for five years b. Binding the employee to stay for the contract term even if the business is sold c. Forfeiting statutory rights during the probationary period of the contract d. Denying certain benefits if the employee is terminated for cause

D. Employment contracts change the "at will" relationship, restricting an employer's ability to terminate employees for any reason or no reason at all. Typically, an employment contact will include terms that stipulate only to terminate "for cause" such as committing a felony or acting in a way that is clearly harmful. Denying certain benefits if there is termination for cause would be a plausible contract term

A contractor invites employees and applicants to self-identify their gender, race, and ethnicity. The contractor indicates to individuals that supplying such information is voluntary. What happens if an employee refuses to provide ethnic information and the employer must complete an Employer Information Report (EEO-1)? A. A best guess or assumption may be made. B. The narrative AAP component should describe the incident. C. Statistical AAP components should be footnoted. D. Visual observation may be used.

D. OFCCP regulations indicate that for any personnel or employment record a contractor maintains, it must be able to identify the gender, race, and ethnicity of each employee and, where possible, the gender, race, and ethnicity of each applicant. OFCCP does not mandate a particular method of collecting the information. If self-identification is not feasible, employment records or visual observation may be used to obtain this information

An HR consultant ¡s contacted by the Chief Financial Officer (CFO) of a mid-sized family-owned manufacturing company. The CFO states that the company's turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that the high turnover has occurred because there is very little training, The CFO doesn't understand this data, because all new employees participate in a one-day orientation and an onboarding program. The HR consultant also learns from the CFO that the manager of the operations department has a reputation for being aggressive and direct. This manager directly reports to the CEO, has been with the company for ten years, and is a good friend of the owners. The CFO admits that the operations manager can be difficult to deal with sometimes, but nobody says anything because of the operations manager's strong relationship with the family. The CFO says morale is low in the operations department, but an employee survey hasn't been done in the two years that the CFO has been at the company. The CFO and the HR consultant discuss various options, including training, coaching, and an employee engagement survey. The CFO provides the HR consultant with a small budget to determine which tasks are necessary and to complete them.

...

Pete is sensitive about security of his personal identity information since his credit card has been stolen twice in the past year. He is trying to clear up his credit rating because of the problems with the stolen cards. Now, he has approached the HR manager at his organization and requested that his Social Security number be removed from all of the company records. He thinks that a mistake could cause him more grief if the Social Security number were to be obtained by thieves. As the HR manager, what should you do? A. The company can and should delete the Social Security number from its records to protect Pete. B. There is a need for the company to keep the Social Security number for tax reporting. C. There is a need for the company to keep the Social Security number for Census reporting. D. The company has no need for the Social Security number but should keep it regardless.

B There is a need for the company to keep the Social Security number for tax reporting.

The Premium organization has decided to include diversity and inclusion as a strategic initiative. In what way would this decision most likely affect its vendor and supplier relations or management? A. Vendors and suppliers do not have a diversity and inclusion process should be required to institute one or be replaced by suppliers that do B. Vendors and suppliers that are owned by minorities ad women will be chosen exclusively for business contracts C. The organization can build diversity and inclusion prerequisites into the vendor and supplier selection process D. Diversity and inclusion requirements have no bearing on vendor and supplier selection or management

C A vital part of any organization's diversity program is to ensure that it promotes diversity outside of the company in addition to its internal practices. This can be done by building diversity requirements in the selection for vendors and suppliers

What is the primary purpose of strategic planning? A. outlines the details of operations for over one year. B. plans that address several organizational projects and initiatives C. to align organizational units and employees with business goals D. defines how to allocate human, physical, and financial resources to reach short-term objectives

C Strategic planning integrates the goals and activities of the major business units of an organization (finance/accounting, marketing/sales, operations, information technology, and human resources) and employees in order to achieve organizational success

The Team company engages in a robust organizational socialization program. The Team's program would most likely apply to employees who get promoted and those who are; A. part of succession plan B. identified as High Potential employees C. changing career paths D. working in line units

C -changing career paths. Organizational Socialization or Onboarding are both parts of the assimilation process. There are three phases in the assimilation process: Anticipatory Socialization -In this stage, newcomers form expectations of the organization and what it would be like to become a member of the organization; Organizational Encounter -this involves the organizational member entering and becoming acquainted with the new organization, and occurs when the newcomer confronts the reality of his or her organizational role; Metamorphosis -this is the psychological adjustment that occurs when uncertainty has been managed and an individual's priorities move from being preoccupied with their transition to maintaining their roles.

Which branding technique is the most effective in an organization that has an urgent need for high-quality employees? A. Partnering with internal marketing leaders to advertise sustainability as an organizational brand pillar B. Implementing and executing internal and external activities focused on communicating brand awareness C. Conducting formal and informal labor market research to determine organizational fit as an employer of choice D. Developing a list of employment branding factors to help determine what distinguishes the organization

C. When the need for high-quality employees is urgent, identifying the main competition for high-quality talent is essential and is accomplished by conducting formal and informal labor market research to determine where the organization fits as an employer of choice.

What are unobtrusive measures?

Research measures obtained without influencing the behavior of the person being measured, such and archival data.

A federal contract must be at least what dollar amount or greater for the Drug-free Workplace Act of 1988 to apply?

$100,000

What can be said about a customer service sales associate selection test that successfully measures essential job-related skills and abilities? A. It has a high degree of validity B. It has a high degree of reliability C. It scores high in inter-rater reliability D. It scores low in inter-rater reliability

A A valid test accurately reflects the content of the job. The skills and aptitudes required for successful exam performance are aligned with the skills and aptitudes required for successful job performance

Exceptions to workplace dress requirements may be made. A. Ethical universalism B. Cultural relativism

B. Cultural relativism. This policy gives a company the ability to integrate local norms on dress-for example, dress required by certain religions.

In addition to projected cost savings, which should be a primary consideration when determining whether to outsource a business function? A. Rate of customer acquisition B. Effect on employee morale C. Timeline and action plan D. Organization Size

B. Effect on employee morale

An employee has confidentially shared that they are having financial problems, what resource should an HR generalist recommend? A. Wellness program B. Employee assistance program C. Financial support group D. Health-care provider

B. Employee assistance programs provide confidential expert advice to employees on topics such as financial information.

Which provides a strong legal basis for dismissing an employee in most countries? A. Drug dependence B. Serious misconduct C. Whistleblowing activities D. Any circumstances

B. Employer rights are not as clearly defined in international agreements as employee rights, however, in general throughout the world, employers have the right to dismiss employees due to serious misconduct or poor performance.

In the four-layer diversity model, what layer contains life experiences and choices? A. Internal dimensions B. External dimensions C. Personality D. Organizational dimensions

B. External dimensions are the result of life experiences and choices. They include geographic location, income, personal habits, recreational habits, religion, education, work experiences, appearance, marital status, and parental status.

What is the primary role of HR during the merger and acquisition process? A. Providing training on new jobs and processes B. Focusing on the "people" aspect during the due diligence and integration processes C. Providing feedback to senior leaders on employee morale D. Coaching managers on communication skills regarding their teams

B. HR needs to keep the "people" element at the forefront. The other choices are specific methods to keep the "people" focus.

Which is the best way to gather training needs information about customer service problems in an onshoring location? A. Have customer service representatives complete training questionnaires. B. Review employee records to define past customer service problems. C. Form an advisory committee consisting of training and operations managers. D. Conduct a series of focus groups with customer service representatives.

B. Having voluntary candidates from the customer service department participate in focus groups will provide real-time opportunities to discuss concerns and brainstorm solutions.

An HR manager prepares for a budget meeting with multiple teams to determine departmental budget allocations. Which bargaining strategy should the HR manager use to achieve a mutually beneficial decision? A. Distributive B. Integrative C. Zero-Sum D. Positional

B. Integrative

What is the practice of benchmarking? A. Using statistics to make decisions B. Using chalk or other removable material to mark proposed specifications on a prototype C. Comparing an organization's initiatives and outcomes against competition and/or industry standards D. Holding a back-up candidate for a position in case a primary candidate rejects a job offer

C. Comparing an organization's initiatives and outcomes against competition and/or industry standards

Which of the following data collection methods require the services of a skilled facilitator? A. Paper surveys B. Online surveys C. Focus groups D. Classroom trainings

C. Focus groups utilize a facilitator who guides high-level, tailored discussions about a specific topic between a group of identified stakeholders. Surveys may require an administrator but are not a facilitated method of data collection. Classroom trainings are not a method of data collection.

Which practice will result in more effective team meetings/ A. Avoid set agendas B. Allowing time at the beginning for informal chats C. Having an occasional "meeting on meetings" D. Following a meeting template for all regular meetings

C. Having an occasional "meeting on meetings"

Which codetermination system allows employee representatives on the board of directors as voting members? A. Mixed B. Dual C. Single-tier D. Hybrid

C. In a single-tier codetermination system, there is only one board of directors, and employee representatives are included on it as voting members. A dual system has a supervisory board and a management board; employees may serve on the supervisory board and exert influence on management decisions. In a mixed system, employee representatives are included in the board of directors, but as non-voting advisers. There is not a hybrid type of codetermination.

Which is an example of the moral hazard at work in an organization? A. A department leader does not take steps to ensure that workers are using personal protective equipment. B. A senior manager repeatedly promotes individuals based on their personal relationships with staff. C. A CEO tells operations to take shortcuts that increase revenue but reduce quality for customers. D. Sales representatives are compensated on several factors, such as sales and customer satisfaction.

C. Moral hazard exists when someone takes risks because he or she will not be affected by losses or damages that occur as a result. The CEO risks a declining quality level, knowing that, in the short term at least, the cost will be borne by customers. The company itself will bear the long-term costs through loss of customers.

When challenged to prove the worth of risk management to an organization's leaders, which benefit should an HR professional describe? A. The process of identifying risks increases employee engagement. B. Risk management is considered a best practice among today's businesses. C. Risk management leads to more-efficient use of organizational resources. D. Risk management requires few resources but can produce significant profit.

C. One of the major benefits of risk management is that it can reduce losses and leverage investments wisely against greater gains. Although the effect on employee engagement and the employer brand is important, a financial argument is probably more compelling to leaders. Effective risk management could represent a significant investment.

Which of the following is not an example of a short-range goal? A. Tactical goals B. Action plans C. SMART goals D. Step-by-step instructions

C. SMART goals are and example of how both short and long-term goals can be written to increase effectiveness. Short-term goals are the result of strategy implementation and defined the action items that need to occur in the execution of the strategic plan. The action plan breaks down the tactical goals into steps that can be taken by a team to accomplish the goal.

HR has gathered information about the factors that may drive employee engagement in a newly acquired division. Which phase in strategic planning will HR be using as they translate the data gathered into an employee engagement strategy? A. Implementation B. Evaluation C. Development D. Formulation

C. The development phase of strategic planning involves translating data to develop a specific strategic plan. Once a plan has been developed, it can be implemented and evaluated.

What is the best way for an HR professional to persuade a function to embrace changes in work processes that are part of an organizational effectiveness intervention? A. Benchmark the function's competences and KSAs B. Determine areas of resistance and provide training on those specifics C. Establish cross-functional business relationships to ensure corporate buy-in D. Clarify how the change is necessary for business competitiveness

D Change is often resisted; therefore, organizational effectiveness and development initiatives should be presented as a way to increase the competitiveness of the company or advance strategic goals -this way HR may gain better workforce support of the initiative

What situation illustrates an employer unfair labor practice? A. Workers walk off the factory floor without union approval. B. An employer advises employees of the traditional costs of unionization for employers. C. A high-level manager meets regularly with high-level union management. D. Management repeatedly delays providing the union with contract-related information.

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

How can an organization with a global presence ensure that it selects the best job candidates? A. By using job and/or language specific ability tests B. By using contingent assessment methods C. By using a screening process that assesses only highly qualified candidates D. By using multiple tools that include a cultural assessment component

D. No single method should be used, and, with a global organizational aspect, it is necessary to assess a candidate's cross-cultural orientation.

When working with multiple stakeholders who have varied interests, what is the best way to propose and develop a new initiative? A. Base the initiative around interests of the stakeholder in the group who holds the highest position within the organization B. Place all interests into a random generator, and allow an initiative topic to be randomly selected C. Via email D. Select an overlapping interest that could have a feasible solution

D. Select an overlapping interest that could have a feasible solution

Leaders should steer clear of interpersonal conflicts between team members and allow team members to resolve their own conflicts. True False

False

How can data analytics be used to improve employee recruitment and retention? a. Predicting employee preferences and aligning HR practices accordingly b. Communicating benefits of employment consistently c. Protecting employee data against internal and external security breaches Tracking and creating reports on compliance with procedures

The answer is A. Data analytics collects information and can analyze it to detect patterns and predict employee needs and preferences. For example, report of an increase in parental leaves may call for reexamination and revision of leave policies to attract and retain employees. Data analytics is not a communication or security tool. It can be used to analyze compliance, but this is not likely to improve employee recruitment and retention.

What is transformational leadership?

The type of leadership that focuses on communicating an organization's vision, building commitment, stimulating acceptance, and empowering followers.

The best way to promote risk management within a company is to align it with the company's strategic goals. True or False

True. Aligning risk management strategies with strategic goals is an excellent method for motivating even reluctant employees to uphold risk management policies.

Before assigning an employee to a challenging task, you should consider the employee's ability to succeed in this situation. Ture or False

True. Attribution theory proposed that repeated failures can create learned helplessness or aggression against supervisors. Structuring assignments to ensure occasional successes helps create confidence.

Which HR structure is appropriate for a global conglomerate where the Board of Directors have decided that the HR structure should be one where the HR of each branch controls its localized processes while strategic and policy-based decisions are controlled exclusively by the Headquarters HR? A. Decentralized B. Dedicated C. Centralized D. Functional

A In a Decentralized HR structure, HR administration, processes and practices are determined at the business unit or local level while Headquarters HR is responsible for the overall HR strategy and policy. Note that in a dedicated structure, each business unit has its own strategy and policy.

A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with evaluating different systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists. The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement. Disagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration. As the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision. The HR manager is uncertain about how to represent HR's needs on the committee. What should the manager do? A. Meet with members of the HR team who will use the system. B. Ask HR colleagues in other organizations what features they think are needed. C. Defer to the technical expertise of the IT members of the committee. D. Confer offline with several of the vendors to become more proficient in the issues.

A.

The HR department has conducted a compensation review. In this review, it was found that there was a significant difference in compensation between male and female employees in the engineering department. Top management values diversity and inclusion and has repeatedly conveyed to the entire organization that employees will be paid equally for performing equal job tasks. They have even encouraged employees to report to HR when there have been suspected cases of discrimination in general. Company leadership has asked the HR director to investigate the gender pay gap in the engineering department and has offered to provide assistance wherever required. What should the HR director do to determine whether the wage gap stems primarily from gender? A. Examine the strength of the linear relation between gender and pay. B. Examine whether the relation between pay and job satisfaction differs based on gender. C. Analyze whether job category and job level are significant predictors of pay. D. Compare the gender difference in pay between business departments.

A.

The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO. The dismissed CEO was very likeable and outgoing. He engaged and interacted often with many front-line employees and supervisors when visiting global locations. Before his departure, he had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback. The interim CEO is quite the opposite of the previous CEO, very shy and introverted but brilliant and innovative in creating strategy. Though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO's leadership. Which action should the CHRO take first in response to workforce concerns regarding the sudden departure of the CEO? A. Create a communication plan with the interim CEO that addresses employee concerns. B. Craft a CEO candidate profile and job description for use in recruiting efforts. C. Voice support for the interim CEO and ask the workforce to send welcome notes. D. Ask the board of directors for qualifications and specifications of the new CEO.

A.

An income statement is often used interchangeably with which of the following terms? A. Profit and loss statement B. Statement of cash flows C. Balance sheet D. None of the above

A. An income statement, or profit and loss statement, is a reflection of the financial results of operations within a reporting period.

A CEO asks the VP of HR to recommend talent-rich countries to consider for global expansion and to consider cost as part of the recommendation. When identifying potential countries, which is most important for the VP of HR to consider? A. Each country's employment laws and regulations B. Availability and compatibly of HRIS platform C. The company's readiness to deploy expatriates D. Culture and language training needs

A. Each country's employment laws and regulations

Nepotism in all hiring, promotion, and development decisions is forbidden. A. Ethical universalism B. Cultural relativism

A. Ethical universalism. This policy applies a single position on this issue despite possible differences in culture. Note that this policy may present issues in collectivist cultures.

What are three characteristics of formal mentoring that distinguish it from informal mentoring? A. Deliberate pairing of mentors and mentees, established goals, expert training and support B. Connection to organizational strategies, self-selection of mentors and mentees, long-term engagements C. Self-selection of mentors and mentees, unspecified goals, no training and support D. Unlimited employee access to the program, mix of individual and large-group sessions, unspecified outcomes

A. Formal mentoring includes strategic selection and matching of mentors and mentees, goal setting with measurable objectives, and support for participants.

The sales forecast for the coming year is $9 million, and labor productivity is forecast at $26,000. Assuming no turnover, how many employees will be needed? A. 346 B. 351 C. 378 D. 404

A. If management assumes that labor productivity will increase to $26,000 and sales are predicted to decrease to $9 million in the coming year, the calculation is as follows: $9,000,000 / $26,000 = 346 employees

A company has reorganized its employees into new team structures and employee morale declined. Which stage of team formation is the company in? A. Forming B. Storming C. Norming D. Performing

A. In Tuckman's ladder of team development, forming identifies when individuals come together around a common activity and shared goals. Members are polite, but there is little sense of trust, shared experience, or common values.

Which process best assists management and union negotiators to keep bargaining discussions moving toward resolution? A. Mediation B. Adjudication C. Intercession D. Confirmation

A. Mediation (also known as conciliation) is a method of nonbinding dispute resolution involving a third party who tries to help the disputing parties reach a mutually agreeable decision. It is aimed at keeping labor and management negotiators talking so they can voluntarily reach a settlement.

HR has created instant feedback surveys to gauge employees' responses to a set of diversity awareness training sessions. Which type of measure do these represent? A. Reaction B. Results C. Learning D. Behavior

A. Reaction measures indicate how participants felt about the program.

How does an understanding of Perlmutter's orientations provide HR with a blueprint for developing effective global staffing strategies? A. Staffing strategies need to include an understanding of the relationship between headquarters and subsidiaries. B. Push and pull factors at play in each orientation define what type of staffing strategy should be employed. C. An understanding is necessary in developing offshoring and outsourcing options, which are part of the strategy. D. The different orientations define the degree of organizational decentralization and do not affect business strategies.

A. Staffing strategies change, depending on the link between headquarters and subsidiaries.

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 specific selection criteria and qualifications for the assignments. B) Create a metric for assessing the effectiveness of the assignment process. C) Research employment laws and regulations for each new location. D) Develop and implement global policies and procedures for the new locations.

A. 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

The human resources director has been assisting a plant manager with developing a high-potential team of employees in their facility by setting goals, priorities, roles, responsibilities, and processes. Which activity remains? A. Developing interpersonal relationships B. Creating a succession plan C. Identifying competency gaps D. Choosing performance metrics

A. The fourth activity in a team-building intervention is to develop interpersonal relationships within the team, such as building trust, communicating more effectively, resolving conflict, negotiating, and cultural awareness.

Which of the following statements about a performance appraisal system is true? a.Non-supervisory employees do not need to comment on the process. b.Performance appraisal is an ongoing process. c.Changes to the system are not required unless the job changes. d.Performance appraisals are based on the individual goals of employees

B. Performance appraisal is an ongoing process and should occur both formally and informally throughout the year. All people involved in the process should provide feedback. The process should also be evaluated on a regular basis to make sure that it still is in sync with the goals of the organization

Which is a key benefit of defining an organization's values? A. They provide long-term strategic objectives. B. They guide employee behavior and decision making. C. They provide employee success factors. D. They guarantee compliance with employment laws.

B. An organization's values state what is important to the organization and how employees should conduct themselves.

A company is ready to begin a major change initiative. Which is the most important role HR can play? A. Assuming responsibility and accountability for implementing the change B. Ensuring regular and ongoing communication with employees C. Counseling people who are upset by the change D. Questioning whether the change is actually needed

B. Communication is key to any major change initiative. Keeping employees informed helps lessen their anxieties and makes them feel a part of the change process.

The determination of the quantity and what kind of resources will be necessary to execute the strategic plan is the definition of which of the following activities? A. Cost accounting B. Budgeting C. Finance D. Operations

B. Once the strategic plan has been developed, it is possible to identify, quantify, and budget for the necessary resources to take action. it includes activities such as hiring new employees, allocating training dollars, and purchasing equipment.

As the VP of HR, you are considering the implementation of a workforce analytics software that will collect performance data and provide visual interpretations to improve organizational decision-making. Implementation costs, including service fees, are expected to run to $430,000. Which of the following is the most critical information to have to calculate the Return of Investment (ROI) of the software? a. All subsequent years' fees for service b. The value received from the software implementation c. The cost of attorney fees to update the employer's privacy policy d. An estimate of the time it will take for employees to engage with the software

B. ROI is used to determine the value of an investment in a project or program. The formula for calculating ROI must include not only the costs associated with implementation and maintenance but also the value the program will bring to the company. ROI is calculated by subtracting the initial value of the investment from the final value of the investment (which equals the net return), then dividing this new number (the net return) by the cost of the investment, and, finally, multiplying it by 100

Which term best describes organizational compatibility with external and internal environments related to the goals and values the organization chooses and the resources and capabilities that can be deployed? A. Performance strategy B. Strategic fit C. Competitive advantage D. Business performance

B. Robert Grant defines strategic fit as the consonance or compatibility of an organization's strategy with its external and internal environments, especially with regard to the goals and values the organization chooses and the resources and capabilities that can be deployed toward strategic goals.

Employee turnover is on the rise, and management is looking for cost-effective ways to stop this trend by improving employee engagement. Which manager action can make an immediate improvement without affecting the budget? A. Launch an internal public relations campaign. B. Show gratitude to employees by thanking them. C. Threaten to give poor references to anyone who quits. D. Ask employees to refer friends for openings.

B. Showing employees gratitude facilitates employee engagement.

The primary difference between a HSA and a FSA; A. Makes medical payments based on fee-for -service agreements B. Provides reimbursements only for current year C. Requires employees to seek medical providers within a network D. applies specifically to Highly Compensated Employees

B. The primary difference between Health Savings Account(HSA)and Flexible Savings Account (FSA)is that -FSA provides reimbursement only for current year.

Which of the following is the most compelling reason an employer would want to create a whistleblower hotline? a. To comply with Occupational Safety and Health Act (OSHA) b. To help alert the company to potential wrongdoing c. To deal with rogue employees before they become a liability d. To improve their EPL insurance premium

B. There are many good reasons to have an anonymous whistleblower hotline but of significant importance is to alert the company to any potential wrongdoing by their employees or managers. It is this fundamental reason that will help employers comply with various labor laws, reduce liabilities, and improve experience modifiers of their insurance plans

A major provider of health-care services, under a new senior leadership team, is embarking on an organizational turnaround effort. The CEO asks the chief human resources officer (CHRO) to conduct an assessment of the compliance function to review the current state of organizational compliance and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO interviews all managers to identify critical gaps and conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain feedback for improvements. The CHRO shares with the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure and to standardize practices and polices related to regulatory compliance. After much discussion about whether the company should adopt a standardized approach or a localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. How should the CHRO assess the impact of these changes on the business goals and objectives? A. Communicate and post compliance requirements in each location. B. Conduct an employee satisfaction survey. C. Develop and assess metrics that measure the outcomes of the changes. D. Determine the number of employees at each location.

C.

A new CEO joins a large company of over 1,000 employees with a history of favoritism and unethical behavior. For example, family and friends lacking qualifications get hired and employees use workplace privileges to help family. Additionally, many employees, including function directors, engage in bribery to ensure high performance ratings, resulting in stagnant performance. The legal department consists of a single individual hired over a decade ago. The CEO asks the HR manager for support with improving these workplace issues to ensure legal compliance. Which step should the HR manager take to ensure that the company abides by anti-bribery and anti-corruption laws? A. Recommend hiring additional staff to join the legal department. B. Obtain employee signatures acknowledging receipt of the company handbook and relevant legal policies. C. Implement anti-bribery and anti-corruption training for all employees. D. Display posters in common areas summarizing illegal workplace practices.

C.

Due to a lack of organizational success and productivity, various funding agencies have decided to apply pressure to an organization's CEO by reducing the organization's budget. The funding agencies hope that the CEO will use this as an opportunity to evaluate the organization's overall structure, operating model, and finances. Due to the budget cuts, the CEO has decided to reduce the overall workforce. The CEO requests that the recently hired HR director work with the head of each department to devise a plan to reduce its personnel costs by 10% within a 30-day time frame. The new HR director meets with the head of each department and studies the culture of the organization. During these meetings, it immediately becomes apparent that performance metrics are lax and that the skill sets of the workforce are severely outdated. The workforce's average length of employment is seven years, and almost 60% of the workforce has made no effort to obtain any certifications or degrees beyond what they carried at the start of their employment. The work environment is unprofessional; employees operate more as a family and were mostly hired based on existing personal relationships. The new HR director learns that attempts at changes by predecessors were futile because of the personal relationships between department heads and employees. In fact, the department heads have a history of sabotaging previous HR directors' attempts at change. What should the HR director propose to fix the weak performance metrics and standards? A. Analyze the company's mission and independently create strong performance metrics. B. Partner with the head of each department and work with only them on developing metrics. C. Partner with CEO and the head of each department to create strong performance metrics that are aligned with the organization's mission. D. Partner only with the CEO, revaluate what the organization's mission is, and build strong performance metrics that are properly aligned with the organization's goals.

C.

Which selection tool should be used to fill a vacancy that requires managing multiple priorities and working under pressure? A. Cognitive Ability Test B. Background Check C. Behavioral Assessment D. Academic Transcript

C. Behavioral Assessment

How does a corporate social responsibility (CSR) program impact employee retention? A. Improves employee compensation and benefits and morale B. Keeps employees engaged in diversity initiatives C. Increases brand image as an ethical and sustainable organization D. Allows employees to work on projects they are passionate about

C. Employees want to be associated with an organization that is viewed by the public as ethical and sustainable.

Which aspect of a total rewards strategy should a small, family-oriented company implement to increase employee security? A. Focus on pay for performance. B. Increase incentive bonuses. C. Provide entitlement-oriented benefits. D. Create a larger menu of benefit options.

C. Entitlement-oriented benefits reflect a caring, secure, and family-oriented strategy. Focusing on pay for performance and increasing incentive bonuses are contributor-focused and emphasize the individual more than the organization as a whole. Creating a larger menu of benefit options may not increase employee security.

At which stage of the employee life cycle should HR begin documenting compliance with employer record-keeping requirements? A. On the employee's official hire date B. After satisfaction of the probationary period C. When a candidate applies for a position D. At documented acceptance of the employment offer

C. HR should begin documenting compliance with employer record-keeping requirements when a candidate applies for a position. Employers should be able to support nondiscriminatory recruitment and selection practices even during the pre-employment period.

A major online distributor has recently begun its strategic planning session for the upcoming fiscal year. The CFO has proposed an organizational change in which you, the VP of HR, and the departments that you manage begin to report to the finance team instead of serving as an independent department. Which of the following arguments do you thing the CFO would find the most persuasive against the structural move? a. That there are compelling legal reasons why HR must remain an independent function b. That studies have found no significant bottom-line improvement when HR reports to finance c. That a better option would be to have compensation and benefits report to finance, but the people function should remain a direct line to the CEO d. That a direct line from HR to finance would serve only short-term outcomes

C. Many CFOs have been expanding their role in the domain of HR, with varying degrees of success depending largely on the organization's size and capabilities. Shifting the transactional burden of functions such as payroll, benefits administration, and salary deductions is a reasonable compromise, while freeing up HR department resources to focus more on the strategic and people-driven activities that are critical to organizational competitiveness

A company wants to ensure that it is able to react quickly and effectively in the event of a crisis. The vice president of HR is in charge of developing a crisis management plan. What is the first step the vice president should take? A. Analyze the company's capabilities and hazards. B. Review applicable federal and state regulations. C. Establish a planning team. D. Identify emergency response capabilities.

C. Planning requires a coordinated effort of many "experts." The first step is to establish a planning team that includes the best expertise available.

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. Gain agreement on the initiative's objectives. D. Outline the steps necessary to implement the initiative.

C. The initiative's objectives will drive later decisions about budget, the most effective solutions, and necessary steps.

Which describes the primary purpose of an essential job function? A. To determine the rights of an employee with a disability under the Americans with Disabilities Act B. To identify a function that cannot be performed by others C. To identify the necessary duties of a position D. To create a position description

C. The purpose of an essential job function is to identify the necessary duties of a position. An employee must be able to perform the essential job functions of a position with or without a reasonable accommodation. The other two answer choices are uses of, but not reasons for, an essential job function.

A company employing bus drivers receives passenger complaints of unethical and unsafe behaviors. For example, passengers report seeing bus drivers having personal conversations on the phone while driving, taking pictures of themselves while driving, and passing around alcoholic beverages to share with passengers. The CEO is worried about the public perception of the company. Many bus drivers have a low proficiency in English and speak another dominant language. In the past few months, there has been a sudden increase in bus drivers filing injury claims to seek workers' compensation. The HR manager investigates the injury claims and discovers that most cases do not qualify for workers' compensation. A few bus drivers approach the HR manager, complaining that they receive inadequate training from their supervisors. How should the HR manager respond? A. Observe the work behaviors of bus drivers and supervisors. B. Ask all supervisors to provide feedback on the quality of training. C. Facilitate meetings between supervisors and bus drivers about training. D. Review the drivers' training records to verify that the drivers completed proper training.

D.

A growing consumer electronics company that primarily operates at a regional level acquires a major global competitor, allowing the company to establish a global footprint and significantly increase market share. The acquisition deal is scheduled to close in four months and will double the company in size to 20,000 employees globally and increase revenues to $10 billion. The CEO and the executive leadership team are committed to achieving a strategic goal of being one of the top three consumer electronics companies in the world within three years; however, they also recognize that there are significant challenges that must be overcome. The chief human resources officer (CHRO) is asked to partner with the business line leaders on the talent integration agenda. The CHRO believes that it is essential to redefine and energize the organization's culture. A more global mindset will place culture as the forefront issue for the merged entities. Many business line leaders have expressed concern that very rapid growth has put the company at risk of losing its original culture. However, part of the acquired company's success was driven by its culture, and that culture should be considered for adoption. The CHRO is convinced that this is actually an opportunity for the company to create a new culture that would include components of both the legacy and acquired company cultures. But introducing a completely redefined culture is a risky proposition at a time when the company is already vulnerable due to the high rate of extensive change. Which is the first step the CHRO should take to facilitate consensus and gain support for initiating culture change in the merged company? A. Develop a strategic plan and outline on how the new culture will be defined. B. Implement the culture change that is needed regardless of conflicting views. C. Create a cross-organizational task force for redefining the company culture. D. Meet with resistant executive committee members to gain understanding.

D.

Which is a demonstration of cultural synergy in an organization with offices around the world? A. An office in another country adopts headquarters' holiday schedule. B. To ensure equity, the same dress code is enforced for employees of all offices. C. Suppliers for all offices must reapply for supplier status annually. D. Policies for each office are written to reflect local work customs and laws.

D.

Which factor should an HR practitioner analyze when considering whether to modify an organization's compensation philosophy? A. Whether the organization pays more or less than any other business in the area B. Whether the compensation provided is in the form of goods and services C. What types of initiatives the organization may provide this year D. Whether the philosophy continues to support the organization's strategic initiatives

D. A compensation philosophy guides the design and complexity of compensation programs. A well-designed compensation philosophy supports the organization's strategic plan and initiatives.

An organization known primarily for manufacturing automobile tires uses its expertise to branch into manufacturing tires for airplanes. What type of strategy is this? A. Business B. Operational C. Transformational D. Corporate

D. A corporate strategy focuses on where an organization will grow. Will it grow by expanding into another aspect of its industry (e.g., selling tires at its own retail shops), or will it continue doing the same thing but in a new geographical or customer area? In this case, the organization is expanding by making tires for a new customer base. A business strategy focuses on how an organization will create value, for example, by offering lower prices or specialized products or services. An operational strategy is a plan for using resources to accomplish a business strategy (e.g., through product development). A transformation strategy moves an organization into an entirely different way of producing value, which will necessitate broad changes.

A _____ is too soft costs as _____ is to hard costs. A. Quantitative analysis, qualitative analysis B. Subjective analysis, objective analysis C. Return on investment, cost-benefit analysis D. Cost-benefit analysis, return on investment

D. A cost-benefit analysis takes into consideration both objective and subjective costs associated with outcomes. A return-on-investment calculation typically will compare only hard costs to the outcomes. Both calculations see to measure business impact.

In open systems theory, HR departments and managers must help their organizations? a. Measurement outputs b. Create throughputs c. Build workforce budgets d. Adapt to feedback

D. Adapting to feedback is a critical element of survival. Open systems theory states that organizations must be vigilant about monitoring feedback from employees, customers, and other stakeholders and then make changes accordingly in order to survive and thrive

Which recruiting strategy is likely to ensure a long-term, consistent flow of qualified candidates in a competitive candidate market? A. Employee referrals B. Social media recruiting C. University recruiting D. Employer branding

D. Employment branding is strategic and focused on long-term talent acquisition. The remaining answer choices tend to be short-term and reactive in nature.

A major bank moved more than 3,000 of its 25,000 jobs to India, where wages were $20 per hour as opposed to the $50 per hour it would have cost to keep the jobs at the company headquarters in the United States. This is an example of which business strategy? a. Divestiture b. Globalization c. Diversification d. Offshoring

D. In offshoring, companies make the decision to move jobs out of the United States to areas where operational costs are significantly lower, to save money and increase profits

Which of the following conditions is most likely to increase the success of an outsourced employee wellness program? a. The quality of the information being presented b. The level of commitment of the vendor c. The cost of employee servicing d. The presence of a company champion

D. In this scenario, having an employee acting as the point of contact for the vendor—as well as in-house champion of the program—is most likely to increase success. Most often a member of HR, the liaison is available to help roll out the initiatives, answer employee questions, and manage the details of the relationship with the selected vendor

Which formal employment branding tactic should HR suggest to enhance the employee value proposition at a technology services company without a corporate social responsibility program? A. Conduct labor market research to determine community perception. B. Pursue government safety and environment awards. C. Review company materials for consistent messaging. D. Communicate the brand through social media and community involvement.

D. Many generations of tech-savvy employees rely on social media for information on employers, and they then form opinions about working for a firm.

Under which condition would you recommend that your company partner with an NGO? a. When the company stakeholders exist across multiple borders b. When the country in which you desire to invest lacks infrastructure c. When a company's reputation needs to be developed in a particular region d. All of the above

D. Nongovernment organizations (NGOs) provide many strategic benefits to companies wanting to conduct business around the globe. Often, the sustainability and/or infrastructure needs of communities far outreach the resources of a single business. Partnerships with NGOs require transparency and a system for governance, which can help improve a company's reputation across multiple borders

An organization is adding an enterprise that requires a large number of highly knowledgeable and skilled workers. HR has noted the time required to fill open positions has increased because of the poor quality of applicants. How should HR advise management? A. The start of the new enterprise should be delayed. B. Funds should be budgeted to outsource hiring to professional recruiting agencies. C. Wage costs will be higher because of the longer hiring time. D. Budgets must include expanded training programs.

D. The best advice would be that the organization should plan for having to train the necessary workers. The organization may not be able to delay its plan for many external reasons. The longer hiring time will not raise wage costs, although it will affect the organization's productivity. Professional recruiters will probably not be able to improve the level of applicant competency.

A number of new employees have left an organization after less than six months. Exit interviews indicate that these employees had trouble understanding the organizational culture despite standard interview processes encouraging the candidates to ask questions about the organization prior to final candidate selection. The organization is looking to improve engagement levels in new employees. Which action would best assist the organization in better informing candidates about the organizational culture prior to being hired? A. Use a recruiting firm to source and screen candidates, ensuring that only candidates that the organization believes will fit culturally are interviewed. B. Bring candidates in for meet-and-greet happy-hour sessions with high-performing, outgoing employees who will freely discuss their opinions of the company. C. Move the interview process away from company locations to restaurants to put candidates at ease and encourage them to ask questions honestly. D. Move job postings from Internet job boards to a company website featuring descriptions of the organization and testimonials from current employees.

D. The best option is to use the company website to present valuable organizational information to candidates during the application process, allowing candidates to better understand the culture of the organization when applying.

Which analysis should the HRBP use to win leadership's support for a cross-divisional teams pilot program? A. Force-field analysis B. Multi-criteria decision analysis C. SWOT analysis D. Cost-benefit analysis

D. The best way to win support for the initiative is to demonstrate to management its potential value. This could include tangible factors such as a higher number of solutions that can be implemented more easily and with greater success. It could also include some intangibles, such as the impact of employee participation on workforce engagement.

Which of the following has the most significant influence on the likelihood of an employee reporting illegal behavior? a. Having a whistleblower policy that prohibits retaliation b. Availability of a confidential reporting line c. Training in whistleblower protection d. The company culture

D. The culture of an organization has the most influence over employees feeling safe in reporting illegal workplace behaviors. This is because while many employers have written policies in place to protect whistleblowers, the actual company behavior may not support transparency in practice. Cultural factors include the degree to which supervisors encourage speaking up, how employees are treated when they do, the level of confidentiality in other matters -which signals how information is received and handled

Which of the following statements is not true about strategy evaluation? A. Evaluating a strategy should include evaluating the manager's ability to model behavior that is in alignment with the organization's core values B. Strategy evaluation tells planners whether the organization is on track to achieve strategic goals C. Strategy evaluation may include celebrating successes as the plan is executed D. Strategy evaluation is usually done at the end of the year

D. The evaluation stage of the strategic planning process must occur continuously to ensure the behaviors of management and the workforce result in desired outcomes. If evaluation occurs only once, ac company may miss the opportunity to respond quickly to variables or changes that affect successful execution. For HR, this means communicating and modeling strategic initiatives, including those related to the company's mission, vision, values and other standards of behavior.

Which of the following are standard expense items accounted for an HCMP? A. Salaries B. Payroll taxes C. Travel D. All of the above

D. The human capital management plan accounts for budgetary expenses that come under the control of the HR department. Training and development costs, payroll and associated expenses, and outsourced services are examples of items that must be budgeted and planned for in advance.

An organization recently revised its strategic plan to enter a new vertical market. What is the MOST important thing the training department can do to support the initiative? A. Identify the cost of training associated with the new strategy. B. Recruit salespeople with experience in the new vertical market. C. Monitor the effects of the change on the workforce. D. Determine how training can align with and support the strategy.

D. The most important task is to link the training to the needs of the organization's strategy. For example, the training department might need to develop a program that compares its products to those of the competition or that focuses on ways to build the new vertical market.

What risk management technique is the action an organization takes to ensure that it is performing work and using specified processes according to predetermined standards and processes correctly and completely? A. After-action debrief B. Continuous improvement C. Six Sigma D. Quality assurance

D. This describes quality assurance. Continuous improvement is the organizational approach to improve and maintain the quality of risk management processes, Six Sigma is a set of techniques and tools for process improvement, and after-action debriefs are typically used to examine the effectiveness of a risk response strategy.

What does "systems thinking" refer to? A. Understanding of employee social organization B. Understanding of computer systems and other technology C. Understanding of government and other regulatory systems D. Understanding of how separate business units function better

D. When HR looks at an organization from the perspective of systems thinking, they consider how separate business units work together and impact each other. Systems thinking influences HR's recommendations for the workforce organization best suited to achieving the strategic plan.

Risk that comes from within a company cannot be avoided. True or False

False. Risk that originates inside a company is considered internal and preventable.

The shared service centers of a multinational technology company are concentrated in one country. They provide back-office operational support for the finance and accounting, procurement, and HR functions of the company. The local talent market for the back-office operations skills ¡s very competitive, but the company has been successful in recruiting experienced professionals from its competitors. The main draw has been the generous compensation and benefits package and the general perception of an amiable and cooperative management team. While competitors' workforces have unionized in this country, this company's workforce has remained union-free. The annual planning process has kicked off. The process begins top-down with the global HR and finance teams recommending the payroll increase budget for each country based on key economic indicators, company performance, affordability, and compensation market survey data and recommends a salary increase budget of 18% for this country. The country HR director is concerned that the recommended budget is too low and believes that in order to remain competitive and compensate for inflation, the increase should be 30%. The country director brings her concerns and recommendations to the global VP of HR. In a discussion with the global VP of finance and the global functional leaders, the global VP of HR learns that the 18% budget increase is a stretch and that going any higher will have a negative bottom-line impact. Which is the best first step the VP of HR should take to address the differences in opinion and concerns on the salary increase budget? a. Conducting a quantitative analysis that would model risks, costs, and benefits in order to develop scenarios and a recommendation on the optimal solution b. Meeting with the global functional leaders and the country leaders to discuss each side's point of view until a consensus is reached c. Recommending that, as a fair compromise for all stakeholders, the budget be 24% which is midway between 18% and 30% d. Contacting the corporate attorney for an opinion on the unionization risk in this county if the budget is significantly lower than the rate of inflation

The answer is A is the best response. Making a decision based on facts and data which is linked to return on investment rather than opinion and anecdotal information embodies HR's commitment to the company's total business operations and strengthens the credibility of the HR function. Although B ensures that all key stakeholders are involved and a solution is reached, it is based on opinions rather than fact-based data and analysis. C is not ideal. While compromise is a valid goal, the budget proposal needs to be based on facts and data, and the impact of the budget needs to be analyzed. Compromising on a budget that's halfway between the two viewpoints isn't a disciplined and rigorous analytical method, and it can result in negative impacts. D is just one of several necessary inputs in the analysis and modeling exercise the global VP of HR needs to undertake.

What policy encourages employees to speak to management first regarding suggestions, concerns, or complaints? a. Formal steps b. Open door c. Equal opportunity d. Free speech

The answer is B. Best-practice organizations encourage open-door/person-to-person meetings. If the meeting involves complaints or grievances, the issues are carefully documented. For these meetings to be effective, there has to be top management commitment.

Which conditions encourage a higher retention rate for adult learners? a. Observing someone demonstrating a new skill b. Practicing what they have learned c. Reviewing and visualizing key concepts d. Listening to the experiences of others

The answer is B. Immediate practice of knowledge increases the retention rate of that knowledge to nearly 90%. Organizations will benefit the most from their investment in development programs if they provide opportunities for employees to immediately apply what they have learned to their work. For example, an employee who attends a class on project management software should practice what was learnt on an actual project as soon as possible.

Which of the following determines the relative worth of each job in an organization? a. Job specification b. Job study c. Job evaluation d. Job analysis

The answer is C. Job evaluation determines the relative worth of each job by establishing a hierarchy of jobs within an organization. It is intertwined with a concern for internal pay equity.

An HR manager is planning to outsource the creation of the employee newsletter, which has long been created by several HR staff with input from departments. What possible negative outcome should the manager consider? a. Increased cost of outsourcing b. Loss of control over strategic activity c. Staff motivation and attitude d. Loss of control over project schedule

The answer is C. The staff may not necessarily be eager to give up the project. They may be personally invested in it and their job satisfaction harmed by losing the project. The project may also be a valuable way for HR staff to interact with other departments. If the newsletter is outsourced, control over the project cost and scheduling can be managed. The communication of a strategic message is not itself a strategic activity, so the outsourcing does not transfer a core strategic activity outside the organization.

What benefit is served by analyzing an organization's value chain? A. Identification of functions that do not contribute to revenue B. Development of key performance indicators and objectives C. Streamlining of inefficient business processes D. Appreciation of relationships between contributors to value

The answer is D. The value chain shows the interconnections between all the internal and external functions that contribute to creating value for the customer.

A 30-year-old beverage company manufactures under its own label as well as private labels for a number of retailers that operate internationally. Slim margins and tight competition in the industry have caused the company to look at its operations and decide to merge with a competitor. The newly formed company will operate under the banner of the original company, and the second company will operate as an enhanced product line. The merger has created a lot of excitement among the leadership teams of both companies, as it means expansion into new markets and product lines. The merger information was shared with the European operations works council, and, after much discussion, is moving forward. Employees in the European locations are not, however, pleased that the merger is going ahead. The senior vice president (SVP) of HR has heard that employees are trying to mobilize and are planning a European Day of Action, where they will hold demonstrations, pass out leaflets, and conduct media interviews to share why this merger is not in the best interests of the employees. Employees are also requesting to meet with key organizational leaders, including the SVP of HR. The final hurdle that the organization is awaiting is regulatory approval. Once that is received, the newly merged entity will further review the combined operations and duplication of positions, roles, and responsibilities. They believe they can reduce the overall workforce by 15%. Which action should the SVP HR take to effectively communicate information about the merger's effect on the workforce to the employees? A. Create a global communication plan, beginning with a description of high-level changes and advising that details will follow after a thorough review. B. Wait until the complete analysis has been done and then announce the impact to the employees, transparently sharing full details. C. Issue a global communication that outlines high-level changes and advises that the company will involuntarily eliminate a portion of the workforce. D. Outline the communication challenges for the leadership team; then have them cascade information, based on their communication preference, to employees.

A.

A 30-year-old beverage company manufactures under its own label as well as private labels for a number of retailers that operate internationally. Slim margins and tight competition in the industry have caused the company to look at its operations and decide to merge with a competitor. The newly formed company will operate under the banner of the original company, and the second company will operate as an enhanced product line. The merger has created a lot of excitement among the leadership teams of both companies, as it means expansion into new markets and product lines. The merger information was shared with the European operations works council, and, after much discussion, is moving forward. Employees in the European locations are not, however, pleased that the merger is going ahead. The senior vice president (SVP) of HR has heard that employees are trying to mobilize and are planning a European Day of Action, where they will hold demonstrations, pass out leaflets, and conduct media interviews to share why this merger is not in the best interests of the employees. Employees are also requesting to meet with key organizational leaders, including the SVP of HR. The final hurdle that the organization is awaiting is regulatory approval. Once that is received, the newly merged entity will further review the combined operations and duplication of positions, roles, and responsibilities. They believe they can reduce the overall workforce by 15%. Which actions should the SVP of HR take first to respond to the news about the threatened work actions? A. Review the business continuity plan with leaders and develop a short-term staffing plan. B. Recommend that the organization lock out and then terminate employees who participate in this action. C. Share the information with the senior leadership team so that they can formulate a response. D. Manage the risk by waiting to see the employees' actions and then respond accordingly.

A.

A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands. Which action should the VP of HR take to discourage unethical practices by sales employees? A. Ask the CEO to communicate the ethical expectations for every interaction and transaction. B. Notify the leader of each regional brand that they are responsible for enforcing the company's code of conduct. C. E-mail the code of conduct to all sales employees with a note reminding them of their responsibility to adhere to it. D. Initiate sales penalties for any employees found guilty of violating the company's code of conduct.

A.

A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with evaluating different systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists. The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement. Disagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration. As the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision. Based on HR user input, the HR manager has decided which system to support. What is the most transparent and collaborative approach the HR manager can use to present the decision to the committee? A. Send a summary of HR user comments to the committee members before the next full meeting. B. Present the decision during the next committee meeting. C. Meet with some members of the committee and ask them to support the decision. D. Meet with the key decision makers on the committee privately to explain the rationale behind the decision.

A.

A company has recently had a few highly competent, advanced-level salespeople turn over, causing some financial setback. Despite this, employees are still engaged, although occasionally expressing dissatisfaction with the amount of work requiring approval by managers. Another pressing issue has been the rising costs of health care. Currently, all employees are enrolled in the same health-care plan with great coverage. However, it has become difficult to maintain enrollment of all employees in this plan. Top management has assigned the HR director two major tasks: a) fix the turnover and engagement issues, and b) reduce expenditures on health-care benefits. Management has also made it clear that it does not want to sacrifice resources from other areas of the company to maintain the current health-care coverage and that it wants to keep its relationship with the current health-care provider. Aside from the current plan, the health-care provider offers a more affordable general plan that covers a wide range of conditions but with a high deductible, as well as a number of more affordable plans that each focus on a narrower range of conditions but with a low deductible. Which should the HR director do regarding the turnover and engagement issues of high-level salespeople? A. Conduct exit interviews with the salespeople who have left the company. B. Compare the ROI of acquiring one high-performing salesperson with the ROI of hiring multiple junior salespeople. C. Compare the number of applicants to open positions in the past year. D. Compare the average salary of salespeople in the industry to the salaries of salespeople at the company.

A.

A growing consumer electronics company that primarily operates at a regional level acquires a major global competitor, allowing the company to establish a global footprint and significantly increase market share. The acquisition deal is scheduled to close in four months and will double the company in size to 20,000 employees globally and increase revenues to $10 billion. The CEO and the executive leadership team are committed to achieving a strategic goal of being one of the top three consumer electronics companies in the world within three years; however, they also recognize that there are significant challenges that must be overcome. The chief human resources officer (CHRO) is asked to partner with the business line leaders on the talent integration agenda. The CHRO believes that it is essential to redefine and energize the organization's culture. A more global mindset will place culture as the forefront issue for the merged entities. Many business line leaders have expressed concern that very rapid growth has put the company at risk of losing its original culture. However, part of the acquired company's success was driven by its culture, and that culture should be considered for adoption. The CHRO is convinced that this is actually an opportunity for the company to create a new culture that would include components of both the legacy and acquired company cultures. But introducing a completely redefined culture is a risky proposition at a time when the company is already vulnerable due to the high rate of extensive change. Once the new culture is defined, which is the best approach for the CHRO to take for fostering its adoption by all employees? A. Establish ongoing and regular two-way communication with all employees. B. Develop hiring and selection criteria based on the new cultural values. C. Include company culture as part of the new employee onboarding program. D. Create a task force to analyze workforce trends and behaviors quarterly.

A.

A growing consumer electronics company that primarily operates at a regional level acquires a major global competitor, allowing the company to establish a global footprint and significantly increase market share. The acquisition deal is scheduled to close in four months and will double the company in size to 20,000 employees globally and increase revenues to $10 billion. The CEO and the executive leadership team are committed to achieving a strategic goal of being one of the top three consumer electronics companies in the world within three years; however, they also recognize that there are significant challenges that must be overcome. The chief human resources officer (CHRO) is asked to partner with the business line leaders on the talent integration agenda. The CHRO believes that it is essential to redefine and energize the organization's culture. A more global mindset will place culture as the forefront issue for the merged entities. Many business line leaders have expressed concern that very rapid growth has put the company at risk of losing its original culture. However, part of the acquired company's success was driven by its culture, and that culture should be considered for adoption. The CHRO is convinced that this is actually an opportunity for the company to create a new culture that would include components of both the legacy and acquired company cultures. But introducing a completely redefined culture is a risky proposition at a time when the company is already vulnerable due to the high rate of extensive change. Which proactive step should the CHRO take first in order to initiate a smooth cultural integration once the decision is made? A. Conduct a cultural assessment of the legacy and acquired companies. B. Independently define the values for culture in the combined organization. C. Interview key leaders to determine the desired combined cultural traits. D. Analyze gaps that exist between the legacy and acquired companies.

A.

A new CEO joins a large company of over 1,000 employees with a history of favoritism and unethical behavior. For example, family and friends lacking qualifications get hired and employees use workplace privileges to help family. Additionally, many employees, including function directors, engage in bribery to ensure high performance ratings, resulting in stagnant performance. The legal department consists of a single individual hired over a decade ago. The CEO asks the HR manager for support with improving these workplace issues to ensure legal compliance. How should the HR manager address stagnant employee performance? A. Revise the employee evaluation process to encourage higher performance standards. B. Conduct focus groups with employees to understand obstacles to improved performance. C. Meet individually with function directors to review the performance of each employee. D. Recommend that the CEO instruct function directors to improve performance.

A.

A new HR leader has been recently hired as the chief human resources officer (CHRO) for a global organization. The CEO has indicated a need for HR to demonstrate its strategic value to the organization and has provided the CHRO with full support to make any necessary changes, including adjustments to HR staffing and, if necessary, a complete restructuring of the department. The CEO has requested an HR strategic plan within a six-month period. To better understand HR in the organization and to identify gaps, the CHRO develops and administers a survey to measure the current effectiveness of the HR team as well as perceptions regarding HR's contribution to the success of the organization. The survey yields the following key themes for the CHRO to consider: Internal clients value the HR business partners and maintain strong relationships with them. The HR team does a good job overall, but clients wish HR understood their clients' businesses better. While clients trust their business partners, they sometimes doubt the information or advice provided by the HR team. Clients appreciate that the HR team will go outside the scope of their roles to take on tasks such as meeting and event planning when needed. After review of the survey results, what is the best action the CHRO should take to better understand the themes uncovered? A. Select a sample group of managers and employees to meet and review the results and to develop preliminary actions. B. Review the survey results with the HR team and further validate responses, and begin a plan to address each area. C. Send a summary of the themes uncovered to a sample group of managers and request further input to validate them. D. Focus on the developmental areas by administering a brief follow-up survey that is more specific to the issues uncovered.

A.

A newly hired HR director has been assigned to lead a company's transition to a total rewards environment. The company CEO expresses full support for the HR director but expects results. The HR director has identified significant challenges to be overcome: Within HR, there is personal and professional conflict between the benefits manager and the compensation manager. Each believes that the former HR director favored the other in allocating resources. Senior leaders are dissatisfied with the benefits and the HR department as a whole. They believe that HR used employee survey data to make them and their departments look bad. They doubt that HR can successfully implement any change initiatives. The company's hourly workforce has not had a raise in the last three years, although virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals. What should the HR director do about the benefits manager and the compensation manager who do not get along? A. Talk with both managers and define acceptable behavior. Ask for feedback until everyone agrees on a way to work together. B. Sit down with each of the managers individually and ask for their side of the story. C. Acknowledge that they are adults and can figure out by themselves how to work together. D. Wait until the next conflict arises between the two managers, and then sit down with them and coach them.

A.

A pharmaceutical company has been struggling over the past year. The CEO announced his planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth. In his second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises her that he wants a particular training company to train all the sales staff. He has used this training company in the past and believes this will improve sales. He advises the CHRO to call them and tell them he referred her and to get on this quickly. He then leaves. The CHRO knows that this violates the company's procurement policy of requiring three bids. She is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing. The VP of sales has requested that he conduct the new sales training as part of a phased retirement plan. The VP argues that this would allow a search for a high-potential replacement immediately, while the VP could stay gainfully employed as a trainer. Given the state of affairs in the sales department, the CHRO has concerns about the VP's capability and effectiveness in performing either of these roles. Which recommendation should the CHRO make to address the VP's request? A. Explore other phased retirement options with the VP of sales and the CEO. B. Rule out the idea immediately and take a strong position against it. C. Concede, and proceed with plans for the VP of sales to teach the course. D. Recommend that the VP of sales discuss the proposal with the CEO.

A.

A small non-profit organization has just hired a new CEO. Over the past few years under the previous CEO, the organization has struggled to remain in business as revenues have dropped. Morale and engagement have also dropped significantly. Based on the HR manager's observations, this drop in morale and engagement was connected to the previous CEO's leadership practices as well as the declining revenues. However, the HR director believes the low engagement also contributed to the continued decline in revenues. The new CEO, who has heard that morale and engagement are low in the organization, wants to make a quick impact on the organization by finding ways to increase morale and engagement rapidly. The CEO believes that HR is core to organizational success and that the current employees are the most important resource. The CEO calls a meeting with the HR director for an evaluation of the current state of the staff. During the presentation, the HR director shares data about hiring and turnover rates, benefit usage, and compensation ratios. One of the symptoms of the low engagement is that employees do not work the requisite number of hours, often coming in late and leaving early. Managers are not sure what to do, as they are afraid that punishing the employees will further hurt engagement. What should the HR director do? A. Visit with any such employees one-on-one to discuss the reason for their behavior and set goals for improvement. B. Ask that all managers give only verbal reprimands whenever employees come in late or leave early. C. Ask the new CEO to hold a company-wide meeting to discuss the issue and the importance of working the requisite hours. D. Advise managers to give a verbal warning and then institute formal discipline, including termination if the behavior continues.

A.

A small nonprofit organization is hiring a new executive director. Each applicant for the position must go through two interviews, each conducted by a board member, and must pass background and reference checks. Then, the chairman of the board oversees a meeting where the board reviews all applicants and discusses them until a consensus is reached. After reviewing several applicants, the board of directors decides to make an external hire. The newly hired executive director immediately advises the organization that the current software systems are not secure and must be replaced. Furthermore, some employees will have to be terminated to cover these costs. The executive director instructs the HR manager to choose which employees to terminate. The HR manager schedules a meeting with the executive director to discuss these changes. However, the executive director does not show up to the meeting and stops coming to work altogether. The HR manager attempts to contact the executive director but is unsuccessful. After a week of the executive director not communicating or coming to work, the HR manager sends an official letter of termination to the executive director's home address. The board of directors decides not to change the organization's software systems or terminate any employees. The HR manager learns that the HR employee in charge of reference checks was not able to verify the references provided by the executive director but did not tell anyone. What should the HR manager do? A. Report to the board that the references for the executive director had not been verified. B. Tell the HR employee to apologize to the company for the oversight. C. Assign the reference check task to a different HR employee. D. Assign an additional HR employee to the reference check task.

A.

A technology company with two divisions located on opposite sides of a large country decides to consolidate operations to a single location to reduce costs. As a result, more than 3,000 employees will need to relocate across the country to the other location. Senior management knows that it will be very expensive to provide corporate relocation assistance to all of the affected employees but also wants to offer an incentive bonus to motivate employees to make the move. Management is confident that the mass relocation effort can be completed within nine months and tasks the HR department with the effort. The CEO is targeting a 60% take rate, meaning that six in ten employees must accept the company's relocation offer. Those who decline the offer will receive two weeks of severance pay at the end of the nine-month transition period. The CHRO asks the HR director to lead the relocation effort. The HR director has never coordinated relocation before and is unfamiliar with the options provided by vendors. Which approach should the HR director take to most effectively select a relocation vendor? A. Meet with leadership to develop a list of priorities to consider when choosing a relocation vendor. B. Establish a committee of affected employees to assist in identifying a relocation vendor. C. Ask other members of the HR department which vendors they have worked with previously. D. Choose the least expensive relocation vendor with the most favorable online reviews.

A.

After a recent employee engagement survey was distributed and the results were collected, the director of sales identified low employee engagement scores on the sales team. The director of sales believes that low engagement is contributing to poor productivity and high absenteeism. This has created additional work for the managers in the sales department. The director approaches the HR manager with a plan to form a group of sales managers to identify potential solutions. The group of sales managers will be responsible for implementing solutions and announcing these efforts to the sales team. The director wants the HR manager to monitor the success of the program. One of the reasons for low employee engagement is lack of opportunities for training and development of new skills. What can the HR manager do to increase these opportunities without significantly increasing the training budget? A. Implement a cross-training program for employees to learn other roles in the sales department. B. Introduce a mentoring program with external guest speakers. C. Meet with other HR managers to discuss tuition reimbursement options for the development of new skills. D. Compile a list of free online learning programs for sales team members to take on their own time.

A.

After a recent employee engagement survey was distributed and the results were collected, the director of sales identified low employee engagement scores on the sales team. The director of sales believes that low engagement is contributing to poor productivity and high absenteeism. This has created additional work for the managers in the sales department. The director approaches the HR manager with a plan to form a group of sales managers to identify potential solutions. The group of sales managers will be responsible for implementing solutions and announcing these efforts to the sales team. The director wants the HR manager to monitor the success of the program. Several sales managers say that they do not have time to focus on implementing employee engagement solutions because they have too much other work. Which action should the HR manager take in response to this information? A. Educate sales managers and discuss recent research on the tangible benefits of implementing employee engagement solutions. B. Suggest that sales managers prioritize implementation of engagement solutions. C. Ask senior leaders to assist sales managers in executing part of the sales managers' current workload. D. Suggest that the busy sales managers share the work associated with the engagement solutions with their team.

A.

An HR director is outsourcing recruiting efforts to a staffing organization and is charged with implementing the staffing organization project/initiative. The original plan had been to eliminate in-house staffing personnel, but, at the hiring managers' request, the HR director has decided to maintain a small in-house team of corporate recruiters who will work with the staffing organization. This will provide continuity for the hiring managers in the organization. The HR director must facilitate the integration of the staffing organization team with full-time personnel from the organization. The staffing organization team will consist of recruiters, sourcing professionals, and administrative assistants led by a staffing organization manager. The staffing organization recruiters manage the intake of open positions from the hiring managers. The in-house corporate recruiters assess open positions for fulfillment. The corporate recruiters often bypass the staffing organization manager to give direction to the staffing organization recruiters and sourcing professionals. This practice does not follow the work flow that was created in the standard operating procedures, resulting in delays in the process. The staffing organization team becomes confused because they regularly receive directions from both the corporate recruiters and the staffing organization manager. The staffing organization manager is increasingly frustrated by the lack of transparency as to the status of open positions. There is disagreement between the corporate recruiters and the staffing organization team about who should manage the relationship with organizational hiring managers when position openings are submitted. This results in harmful competition between the corporate recruiters and the staffing organization team, ultimately resulting in an overall decline in productivity. Which could the HR director have done differently during the implementation to ensure that roles and responsibilities were clearly defined? A. Further qualify the reason why the hiring managers wanted to retain the corporate recruiters and consider the impact on the project goals. B. Once the decision is made to maintain a group of staffing organization recruiters, the standard operating procedures should reflect the change. C. Explain to the corporate recruiters that the staffing organization team will be accountable for the requisition intake and recruiting process. D. Nothing could have been done differently during implementation; these specific challenges were inevitable.

A.

An HR director is outsourcing recruiting efforts to a staffing organization and is charged with implementing the staffing organization project/initiative. The original plan had been to eliminate in-house staffing personnel, but, at the hiring managers' request, the HR director has decided to maintain a small in-house team of corporate recruiters who will work with the staffing organization. This will provide continuity for the hiring managers in the organization. The HR director must facilitate the integration of the staffing organization team with full-time personnel from the organization. The staffing organization team will consist of recruiters, sourcing professionals, and administrative assistants led by a staffing organization manager. The staffing organization recruiters manage the intake of open positions from the hiring managers. The in-house corporate recruiters assess open positions for fulfillment. The corporate recruiters often bypass the staffing organization manager to give direction to the staffing organization recruiters and sourcing professionals. This practice does not follow the work flow that was created in the standard operating procedures, resulting in delays in the process. The staffing organization team becomes confused because they regularly receive directions from both the corporate recruiters and the staffing organization manager. The staffing organization manager is increasingly frustrated by the lack of transparency as to the status of open positions. There is disagreement between the corporate recruiters and the staffing organization team about who should manage the relationship with organizational hiring managers when position openings are submitted. This results in harmful competition between the corporate recruiters and the staffing organization team, ultimately resulting in an overall decline in productivity. Which should the HR director do to address the work flow challenges facing the staffing organization initiative? A. Review the current recruiting process and reporting structure with the implementation team to clarify roles and responsibilities. B. Review the desired state of the recruiting process, not the reporting structure, to address the work flow challenges. C. Revise the standard operating procedures and best practices for the recruiting team to implement immediately. D. Facilitate a mediated discussion between the corporate recruiters and the staffing organization manager to resolve any immediate conflicts.

A.

An education research organization provides several types of services, including outreach to current and prospective students from various backgrounds. The outreach team consists of a supervisor and members with different job titles, qualifications, and duties. One employee on the team, the outreach coordinator, contacts the HR manager with a request for a pay raise, with the reason that the pay is lower than that of other coordinators in the same position. The HR manager examines the job specifications of the outreach team and notices that the higher-paid jobs require higher levels of education, more experience, and bilingualism. In fact, in the years since the coordinator has been employed at the organization, the job specifications have changed to include qualifications that the coordinator does not possess. The HR manager notices a lack of qualified candidates who are proficient in a particular language that has recently become higher in demand. Which step should the HR manager take to increase the candidate pool? A. Partner with professional and social organizations whose membership is proficient in the target language to post the job. B. Ask supervisors of current employees proficient in the target language how those employees were recruited. C. Attend local events hosted by organizations associated with the target language. D. Ask HR contacts at other organizations for recommendations on how to recruit for this language.

A.

An operations manager at a 300-employee manufacturing plant notifies the HR department that the plant has high turnover in the equipment operator position and this is decreasing the plant's productivity. The operations manager states that half of all operators hired in the past 12 months either resigned or were terminated for performance problems. The operations manager believes the plant's recruiting and hiring procedures are burdensome and ineffective because the operations manager is solely responsible for conducting applicant interviews, completing post-interview documentation, and conducting facility tours with applicants. What is the first action the HR director should take to address the operations manager's concern about the recruiting and hiring procedures? A. Invite the operations manager to a meeting with HR to create an action plan to address the recruiting and hiring challenges. B. Explain to the operations manager why it is important to invest adequate time to screen applicants. C. Inform the operations manager that the recruiting and hiring procedures are effective when carried out properly. D. Train other operations staff to help the operations manager conduct interviews.

A.

An operations manager at a 300-employee manufacturing plant notifies the HR department that the plant has high turnover in the equipment operator position and this is decreasing the plant's productivity. The operations manager states that half of all operators hired in the past 12 months either resigned or were terminated for performance problems. The operations manager believes the plant's recruiting and hiring procedures are burdensome and ineffective because the operations manager is solely responsible for conducting applicant interviews, completing post-interview documentation, and conducting facility tours with applicants. While reviewing equipment operator applicant records for the past 12 months, the HR director notices that post-interview documentation for applicants was not submitted to HR in a timely manner and was frequently incomplete. What should the HR director do? A. Meet with the operations manager to discuss the challenges associated with conducting applicant interviews. B. Review applicant records for other positions in the plant to compare the quality and timeliness of post-interview documentation. C. Conduct side-by-side interviewing with the operations manager to provide training on the interview process. D. Assign an HR specialist to conduct post-interview debriefs with the operations manager to ensure that applicant records are completed in a timely manner.

A.

Due to a lack of organizational success and productivity, various funding agencies have decided to apply pressure to an organization's CEO by reducing the organization's budget. The funding agencies hope that the CEO will use this as an opportunity to evaluate the organization's overall structure, operating model, and finances. Due to the budget cuts, the CEO has decided to reduce the overall workforce. The CEO requests that the recently hired HR director work with the head of each department to devise a plan to reduce its personnel costs by 10% within a 30-day time frame. The new HR director meets with the head of each department and studies the culture of the organization. During these meetings, it immediately becomes apparent that performance metrics are lax and that the skill sets of the workforce are severely outdated. The workforce's average length of employment is seven years, and almost 60% of the workforce has made no effort to obtain any certifications or degrees beyond what they carried at the start of their employment. The work environment is unprofessional; employees operate more as a family and were mostly hired based on existing personal relationships. The new HR director learns that attempts at changes by predecessors were futile because of the personal relationships between department heads and employees. In fact, the department heads have a history of sabotaging previous HR directors' attempts at change. How should the HR director present the skills gap issue to the CEO? A. Analyze the company's mission compared to the skills possessed by the company's workforce, and then provide solutions to the CEO. B. Present the process of determining how to analyze the gap in the skill sets of the workforce. C. Present the CEO with actual data that illustrates where there is a gap. D. Present the CEO with qualitative data that illustrates the issue.

A.

The HR department has conducted a compensation review. In this review, it was found that there was a significant difference in compensation between male and female employees in the engineering department. Top management values diversity and inclusion and has repeatedly conveyed to the entire organization that employees will be paid equally for performing equal job tasks. They have even encouraged employees to report to HR when there have been suspected cases of discrimination in general. Company leadership has asked the HR director to investigate the gender pay gap in the engineering department and has offered to provide assistance wherever required. The largest gender wage difference was found for engineers. The engineer manager argues that male and female employees engage in different tasks and this is why males get paid more. Which is the best way for the HR director to verify this claim? A. Evaluate the tasks that are listed for each engineer's job description. B. Conduct one-on-one interviews with the engineers to ask what tasks they perform. C. Conduct a focus group with a sample of engineers and collect instances of effective and ineffective behaviors. D. Administer a questionnaire to engineers asking about the work tasks they perform.

A.

The HR director receives a call from the vice president of operations (VPO) requesting immediate termination of the local HR manager. While they are talking, the HR director can hear that the VPO is in the company's cafeteria. The HR director requests that the VPO go to a less public area to call back. The VPO refuses, stating, "I don't care who hears this conversation; I want the HR manager fired today." The HR director insists that the VPO go to a more private location, and the VPO agrees and they finish their conversation, where the VPO describes the situation and reasons for requesting the termination. The HR director asks a few questions and quickly determines that the root cause appears to be a clash of personality and not a terminable offense. The HR director then receives a call from the HR manager, who explains to the HR director that the HR manager was discussing the termination of an employee with the VPO, and the VPO became angry and began yelling at the HR manager, insulting the HR manager and angrily leaving the office. The HR director must determine how to resolve the situation. How should the HR director address the VPO's disregard for employee privacy? A. Schedule a meeting with the VPO to discuss the VPO's attitude about employee privacy. B. E-mail the VPO a copy of the company's policy regarding employee privacy and confidentiality. C. Make a note of the VPO's behavior in the VPO's file and continue to monitor the VPO's behavior. D. Conduct an investigation into whether the VPO has engaged in similar behavior in the past.

A.

The IT department at a large university has historically hired temporary employees for its entry-level positions. These positions are often low-paying, which leads to high turnover and the loss of high-potential talent. Because of the IT department's large size, the in-house HR staff spends a fair amount of time and resources working on filling these positions. The HR staff believes that the IT department should consider hiring for permanent positions and offering more competitive salaries. However, leadership of the university has resisted this idea because of budgetary concerns and the belief that the IT department can always find a new graduate willing to work in a temporary position to obtain experience. The HR manager is finding that the HR staff cannot fulfill their other responsibilities because they are spending too much time focusing on the needs of the IT department. The HR staff suspects that more employees are leaving because they are receiving better job offers with other organizations. Which action should the HR manager recommend to confirm this? A. Analyze the number of temporary employees compared to the number of permanent employees who leave for salary-related reasons. B. Plot a line graph of the percentage of employees leaving the organization for each reason over the past year. C. Review online job boards to compare salaries for the university's positions with salaries for similar positions at local organizations. D. Conduct an anonymous engagement survey to collect ratings about employees' satisfaction with their job and the organization.

A.

The sales department of a company is in the midst of reorganization. An important factor in the decision to reorganize was the president's concern over lagging sales and missed targets for the past two years and a desire to restructure the compensation plan for this group. Once the reorganization was announced, the director of the sales group resigned. This gave the company the opportunity to restructure the leadership of this area, resulting in a new vice president (VP) of sales being hired, replacing the former one. As part of the new VP's onboarding, the HR director updates the VP on the sales reorganizing activities to date and on employee performance in the area. He also shares the proposed structural changes and indicates that the former VP sales leader may have shared these plans prematurely with the sales staff. The plans include possible staff reductions and ending unprofitable customer relationships. What actions should the HR manager take to influence the production manager to support a more comprehensive organizational effectiveness and development (OED) intervention? A. Develop a business case proposal for a comprehensive integrated solution that includes costs, benefits, risks, anticipated timeline, and projected ROI. B. Send the production manager the latest journal article on how OED programs help to achieve organizational goals and objectives. C. Tell the production manager how other HR programs, such as training and team-building exercises, can be leveraged to increase productivity. D. Conduct an ROI analysis of the projected impact of the incentive plan on productivity and send it to the production manager for review.

A.

Two employees from the same department attend an industry conference in a foreign country. One is the department head and the other is a junior consultant. At the conference, the employees engage in a consensual sexual relationship. Such relationships are forbidden in the organization's policies and are considered inappropriate according to societal norms in their home country. Upon returning from the conference, the junior consultant tells a coworker in the department about the relationship via text message. Several weeks later, the coworker reports the incident to HR, stating that the junior consultant frequently drinks too much alcohol and behaves unprofessionally at work events. The HR director initiates an investigation and discovers that the department head recommended the junior consultant for a promotion a week before the conference, even though the junior consultant has not met the tenure requirements for the position. The HR director also learns that the department head was hired to fill a critical skill gap and enhance the organization's reputation in the industry. The HR director asks the department head about the allegation of the relationship with the junior consultant and the department head denies it happened. What should the HR director do? A. Remind the department head of the consequences of violating the organization's policy on relationships among employees. B. Explain to the department head the organization's core values related to honesty and integrity. C. Advise the department head to think about the implications of the allegation. D. Inform the department head that HR has documented proof of the relationship.

A.

In professional networking terminology, what is the value of the type of person that Malcolm Gladwell described as a "connector?" A. Ability to increase the size of one's network exponentially B. Access to individuals at very high levels of power in organizations C. Expert knowledge of the latest professional theories and trends D. Quality coaching on relationship management skills

A. A connector is someone who seems to be a nexus or a common node in a web of relationships. They know many people, who themselves know many people. Knowing a connector can build one's professional network quickly.

Which potential outcome is the best example of a downside risk? A. Increased error rate during an accelerated work schedule B. Data showing employee skill gaps relative to organizational strategy C. Over-enrollment in an online course on cultural diversity D. High retention rate after two years of employment

A. A downside risk predicts a negative effect on attaining objectives. In a situation in which an organization accelerates its work schedule on a project, a downside risk would be errors caused by employees working more hours and producing deliverables faster. The other examples are upside risks, which point to opportunities for gain or furthering objectives as long as they are managed well. For example, solid data should lead to implementing measures to realign skills with strategy. It will become a downside risk only if the organization does not act on the data.

What is the primary benefit of using a risk register? A. It creates transparency and accountability. B. It fulfills compliance responsibilities. C. It quantifies risk exposure in risk management efforts. D. It shows early warning signs of risk emergence.

A. A risk register is used to identify potential risks. that have been identified, however, it does not have details of the risks.

Which is a key purpose of the preliminary assessment stage of the diversity and inclusion strategic process? A. Assessing current needs in order to set priorities, goals, and objectives B. Benchmarking against industry standards to determine strategic opportunities C. Identifying impediments to diversity and inclusion efforts to define resources D. Determining which diversity and inclusion quotas have not been met

A. A successful strategy must start with a detailed assessment of the organization's current state. The purpose is twofold: (1) to identify current needs in order to set corresponding priorities, goals, and objectives, and (2) to provide benchmarks against which the success or failure of subsequent diversity and inclusion strategies can be measured.

An organization recently acquired a Swiss firm. The CEO wants to immediately start aligning processes and systems between the two countries. He assigns the head of IT to the Switzerland office for the next six months. Why will the CEO's actions potentially jeopardize the success of the assignment? A. He did not consider all the dimensions of the assignment. B. He did not prepare an international assignee contract. C. He did not put the assignment to a stakeholder vote. D. He did not inform the Swiss leadership team prior to sending the head of IT to Switzerland.

A. A survey of CEOs and HR senior managers found that 42% of global assignments are deemed a failure. This CEO's behavior exemplifies part of the problem. Rather than taking a strategic-systematic approach, this CEO takes a short-term, quick-fix approach. In doing so, he may disrupt the operation of domestic IT and perhaps send someone who is not the best qualified person for the job.

A manager believes that the best way to motivate staff is to set goals a bit beyond their reach and let them find their own way. According to the attribution theory, what will be the likely outcome? A. Staff members may become helpless and even hostile. B. The team will develop stronger bonds with each other. C. The staff will develop self-sufficiency and act more autonomously. D. The staff will put in increasingly greater effort to reach the goals that have been set for them.

A. According to the attribution theory, when goals are consistently beyond attainment and little support is provided, employees can develop a sense of "learned helplessness." They may become hostile toward the situation and the employer.

As HR's role becomes more strategic, how must HR executives transform their skill sets? A. By deepening their understanding of the organization's business, internal partners, and external business factors B. By managing transactional activities and responsibilities that continue to be central to the HR function C. By formulating the goals of internal business partners and aligning them with the organization's strategic objectives D. By creating the organization's overall business strategy and aligning it with the HR function's capabilities

A. An HR executive must understand what lies behind an organization's business strategy-for example, the details of financial performance that drives certain strategic objectives or new technologies or competitors that may affect workforce skills. HR's role is to support, rather than create, the organization's or other function's strategies. Managing transactional activities and responsibilities is an HR administrative role.

What is an ULP? A. Violation of a country's labor laws by employees, employers, or unions B. Violation of international labor law by employers C. Work stoppage conducted as secondary support for a separate striking union D. Complaint about a work condition in a unionized workplace

A. An ULP is a violation of a country's (not international) labor laws. The violation can be committed by employees, employers, and unions. A complaint about a work condition is a grievance. A sympathy strike is considered one type of unfair labor practice in many countries, however it is not a complete description of the term.

Which employee engagement practice considers the full employee life cycle? A. Employee alumni network B. Professional development program C. Employee assistance program D. Work/life balance program

A. An alumni network uses employees who have left an organization as employer brand ambassadors and sources of business intelligence and referrals. Keeping these ex-employees engaged sometimes results in their return to the employer. The other answer choices focus on the active employment part of the employee life cycle.

What key characteristic of an effective risk management program is identified in ISO 31000? A. Fits the organization's risk and control environment B. Is developed by objective third-party experts C. Represents significant investment of organizational resources D. Is not subject to ongoing change and revision

A. An effective risk management program fits the organization's own risk and control environment. It cannot be a standard or "boilerplate" program but must manage the organization's unique risks with realistic and appropriate controls.

The nation in which a global organization is headquartered has anti-bribery laws that are extraterritorial. How will this affect the organization's code of conduct? A. The global policies on bribery will have to conform to the law in the headquarters country. B. Sections on bribery will have to conform to local laws and business customs. C. The code must advise local employees to discuss possible infractions with their managers. D. HR departments will be required to submit annual reports of issues to headquarters.

A. An extraterritorial law extends liability for transgressing the law to a nation's citizens who are traveling or working in foreign countries. The organization's code of conduct should reflect the legal requirements of the headquarters country.

Which of the following accounting reports would you request to identify how much the cost of labor was in the month of December? A. Income Statement B. Statement of cash flows C. Balance Sheet D. Audited financial statements

A. An income statement is a reflection of the financial results of an organization within a specific reporting period. A statement of cashflow reflects the money that came in and where it was spent and how much is available at the time of reporting to pay bills. A balance sheet is a picture of the financial condition of a company on a specific day which includes assets, liabilities and equity.

An organization will improve its ability to focus on critical business results by: A. Outsourcing non-core functions B. Improving the organization's Employer Value Proposition C. Implementing a flat structure D. Focus strategic implementation on staff functions

A. An organization will increase its ability to focus on critical business outcomes by outsourcing non-core functions. NOTE: A line function is one that directly advances an organization in its core work. This always includes production and sales, and sometimes also marketing. A staff function supports the organization with specialized advisory and support functions. For example, human resources, accounting, public relations and the legal department are generally considered to be staff functions.

Which is most likely to occur when an organization's strategic plan is focused on creating positive employee-management relations? A. Employees will feel a greater sense of loyalty and motivated to work. B. Employees feel more job security and trustworthiness with the organization. C. Management will be able to create specialized incentive programs to satisfy a variety of employee preferences. D. Management will have flexibility and discretion to apply policies on a case-by-case basis.

A. An organization's strategic plan is advanced by creating an environment that promotes positive relations between employees and management, that seeks to balance the needs of employees with those of the organization, and that is marked by greater employee engagement. Applying policies on a case by case basis may have the opposite effect in creating a culture of favoritism and discrimination. While employees may be able to feel more job security or appreciate incentives, these are components of a larger strategic plan that seeks to motivate employees and build loyalty.

Which action should the HR director take to help increase awareness of ancillary benefit programs to newer employees? A. Implement an orientation program. B. Mention the programs in the next departmental meeting. C. Implement an informal onboarding program. D. Implement a formal onboarding program.

A. An orientation program can be used familiarize employees with the organization, including benefit programs, facility amenities, and organizational departments. By incorporating available benefit programs into the orientation process, HR can ensure that all new employees are made aware of the presence of the programs and their ability to participate in them.

An organization that began as a small family business has decided, because of significant growth, to transition from a privately held company to a publicly traded and owned company. Which impact on HR processes will this transition most likely create? A. HR will have to develop and implement new performance standards. B. Compensation structures for sales professionals will need to change. C. HR will have to meet more strict compliance obligations. D. HR leadership will need to become more visionary.

A. As the company changes to being publicly traded and owned, the company is likely to face demands to be more efficient in its use of stockholder investments. This will entail changes in strategy, structure, and processes. HR will likely need to develop and implement new performance standards to meet new efficiency goals. The change will not necessarily change how sales professionals are compensated or force leadership to take a different approach to leading. HR's compliance obligations under the law are unlikely to change as a result of the ownership change.

Which of the examples demonstrates an HR VP's role in creating a service culture? A. A VP of HR negotiates time-to-hire goals with the organization's functional leaders. B. The VP of HR personally reviews the staff's adherence to HR's outsourcing process. C. The VP of HR removes new technology budget requests to keep the HR budget as lean as possible. D. The VP of HR intervenes to defend a staff member who has refused to open a job without updated information.

A. As the leader of the HR function, the VP of HR collaborates with other functional leaders to understand their needs and develop a service-level agreement. Monitoring HR processes focuses on HR's performance, not the needs of its internal customers. Keeping the budget lean may harm HR's ability to deliver quality service to its internal customers. The VP of HR should coach the staff member on how to handle conflicts with the customers in a way that delivers mutual benefits.

At the beginning of union negotiations, when parties do not have an established relationship, the first step is likely to be: A. Determine the ground rules for the negotiations B. Present a business case for the negotiations C. Exchange ratification agreement proposals D. Select the communication strategy for each side

A. At the beginning of union negotiations, when parties do not have established relationships, the first step is to determine the ground rules for the negotiations.

In which of the following situations would an organization be most likely to use a base pay plan for its employees? A. For clerical workers in a hospital who must frequently work overtime. B. For telemarketing representatives who must make a minimum number of sales each week C. For production line workers who must assemble a standard number of products each week D. For sales managers who must meet a monthly sales quota

A. Base pay is the standard rate of pay paid to an employee, not including benefits, bonuses, or raises. It is the rate of compensation an employee receives in exchange for services. An employee's base pay can be expressed as an hourly rate or as a weekly, monthly, or annual salary. Clerical workers are paid a base pay in most cases. Sales employees often get paid commissions while production workers may get paid on a piece-rate basis.

An HR function has recently acquired a business intelligence (BI) system. What is one danger that the leader of the function should be aware of? A. Analytical projects with no strategic benefit B. More problematic relationship with IT support C. More time spent considering data from different angles D. Increased need for monitoring of software maintenance

A. Because of its capabilities, BI may be used to create analyses that have little strategic benefit. They are analyses performed for the sake of analysis, because they are possible. All software must be maintained, especially for security. Additional time spent on analysis is not a bad thing if it is aligned with goals. There is no reason to assume that BI systems will be more taxing on IT support functions than other applications, once HR users are trained.

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) Using a RACI matrix to define new team roles and responsibilities B) Analyzing team processes to identify inefficiencies and conflicts C) Creating a process for qualifying new suppliers D) Scheduling meetings to discuss the project's goals and the organization's values

A. Because time is short, the new and old team members need to know their roles and responsibilities. A RACI matrix 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. RACI is an acronym that stands for responsible, accountable, consulted and informed. A RACI chart is a matrix of all the activities or decision making authorities undertaken in an organization set against all the people or roles.

Which option is an example of what leaders should do to establish a culture that fosters career development? A. Place value on and reward managers and supervisors who help employees with career planning. B. Incentivize hiring from internal sources regardless of whether internal candidates are the most qualified for the job. C. Publicize their own individual development plan to show employees how important career development is. D. View career development as an aspect of employee engagement and retention and fund it accordingly.

A. By placing value on and rewarding managers who help employees with career planning, leaders can help encourage a positive outlook and create importance around career development. While career development can assist with retention, it is a separate aspect of the business and should be treated separately. Hiring solely from internal sources, regardless of qualifications, may damage organizational performance. Leaders' own individual development plans wouldn't necessarily illustrate the importance of regular employees creating one and may contain personal or confidential information unfit for sharing with the larger audience.

What is the best way HR can help create value in social corporate responsibility? A. By gathering input from external stakeholders B. By conducting a compliance audit on HR-related material C. By ensuring that business operations are generating results D. By benchmarking against other local organizations

A. By talking with external stakeholders, the organization can see how the organization's communities and customers view current CSR performance and help in determining where the organization should focus its efforts.

What are the repercussions of an organization placing a limit on the application length for a tenured professor position at a public university? A. Inability to submit relevant information and experience B. Inability to submit references with a resume C. Inability to submit a cover letter with a resume D. No harm; application documents should always be as brief as possible.

A. Certain positions, such as a professor, are better served by a curriculum vitae (CV) than a resume with references or a cover letter. CVs offer a detailed overview of a candidate's accomplishments, which better lends itself to cataloging the various teaching and research projects that a tenured professor would typically be involved in. By limiting the document length, information highly relevant to the position may be omitted.

What is a measure of the business impact of an organizational effectiveness and development (OED) initiative? A. Retention rate for high-value employees B. Mentoring time expended to build pipeline C. Time invested by an OED team in identifying causes and solutions D. Cost of delivery of a mentoring program

A. Changes in the retention rate of high-value employees point to the strategic effects of an OED initiative. The other choices are requirements rather than outputs.

A research found that 60 percent of Americans report that work is a significant source of stress, both at work and at home. The financial impact of stressed-out employees is measured in lower productivity, increased absenteeism, poor safety habits, and higher healthcare costs. Based on this, which of the following actions should HR recommend that an employer do to help reduce worker stress? a. Adopting policies that guarantee and employee's right to disconnect from work outside of office hours b. Adopting wellness day leave policies, where employees may call in well c. Training employees on workplace safety hazards d. Offering perks such as on-site massages

A. Companies are responding to social, (and in some states, legal) pressures to help workers de-stress via work-life balance initiatives. This includes crafting policies and practices that allow workers to disconnect work from mobile devices and 24/7 access while outside of normal work hours or while on vacation

Lisa is an HR generalist that is posting a job online. She is proud of her company's benefits system and wants to highlight some of them in the posting. What types of benefits could she include in the job posting? A. Company-sponsored worksite wellness program, 401(k) matching up to 5%, and an annual sponsored mindfulness retreat B. Job tasks, including the amount of time spent sitting each day C. Number of direct reports for the position D. An exact salary number

A. Company-sponsored worksite wellness program, 401(k) matching up to 5%, and an annual sponsored mindfulness retreat

Before determining the budget for a strategic HR initiative, which action should an HR project manager undertake first? A. Comparing historical budget data to the needs of the strategic initiative B. Completing a critical path analysis to identify the initiative's funding deadline C. Confirming support from senior leadership and sponsors to fund the initiative D. Deciding if the initiative will be funded by the operations or strategic budget

A. Comparing historical budget amounts and the nature and scope of the activities that were funded to what is needed for the strategic initiative is the first thing an HR project manager would do prior to defining the budget for the strategic initiative. This would help the HR project manager determine how to proceed to secure approval of the initiative.

A manufacturing organization is in its strategic planning process and has asked the HR director to be closely involved in all steps of the process. How best can the HR Director support the organization in establishing a competitive advantage? a. Recruit talent based on competencies and qualifications to support the achievement of the organization's goals and objectives b. Supply market intelligence on base pay and incentive pay to ensure the organization has a lead position in the marketplace c. Conduct regular employee engagement surveys and present the outcomes to senior management d. Develop internal policies and tactical procedures to support organizational culture and climate

A. Competent talent that are hired in a bid to ensure the organization achieves its goals and objectives is a key avenue through which HR can support an organization in establishing its competitive advantage

How can a benefit needs assessment help an organization increase employee satisfaction while staying within budget? A. Understanding what benefits attract, motivate, and retain 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 expense D. Addressing employee financial or health problems impacting productivity

A. Completing a benefit needs assessment and analyzing the corresponding data allows the organization to refine benefit offerings so the package is affordable yet valued by employees.

Which type of HR audit reviews whether employees are taking required meal breaks and overtime is being calculated and paid properly? A. Compliance B. Policy C. Best practice D. Functional

A. Compliance audits focus on how well the organization is complying with current employment laws and regulations.

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 skillsets required and how many workers from each country will be needed. Note that in workforce planning, supply analysis comes first, then a demand analysis, then the gap analysis, and finally the solution analysis

An employee who chooses to dress more conservatively at work due to pressure to fit in with his peers and as a result is not sharing his true style is demonstrating what type of "diversity without inclusion" phenomenon? A. Covering B. Bias-based exclusion C. Majority backlash D. Affiliation rejection

A. Covering is when an organization recruits a diverse workforce but either consciously or unconsciously promotes assimilation rather than inclusion. This would force people to reject their regular appearance and try to blend in.

Which phenomenon is occurring when many of a global organization's minority employees are avoiding other members of their minority group, adjusting their attire, matching grooming and mannerisms to the majority, and refraining from advocating for their minority group? A. Covering B. Integrating C. Bracketing D. Assimilating

A. Covering occurs when an organization recruits a diverse workforce but promotes assimilation rather than inclusion. It affects workers' behavior along four dimensions-appearance, affiliation, advocacy, and association.

An expatriate has transferred to another country for a temporary assignment. She assumes that her colleagues in the new location will value timeliness just as her colleagues in the home country do. Therefore, she interprets the slow response to e-mails and requests in the host country as unprofessional. She becomes frustrated with her colleagues, inhibiting collaboration and the development of relationships among her new team. This example indicates a lack of understanding and exploration of what type of culture? A) National culture B) Subculture C) Organizational culture D) Professional culture

A. Differences in assumptions, outlooks, and rules can challenge communication and comprehension. This challenge is remedied by remaining aware of and curious about the varied rules (written and unwritten) that each nation's business culture has, combined with respecting and adapting to those rules while working in the environment.

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 within 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) Discuss career path options during the interview process to show employees how they can grow in their career. B) Create a new online application page with testimonials to the company's strong culture and benefits. C) Create a structured onboarding experience to ensure that engagement levels don't drop in the first 90 days. D) Partner new employees with employees who have been with the company for more than five years

A. 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 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 alignment between business strategy and diversity initiatives B) Increased attentiveness to backlash from employees C) Increased attentiveness to training and development D) Increased use of outside facilitators and trainers

A. Diversity and inclusion initiatives will falter unless they are aligned with business strategy

An HR manager tells a staff member how to deliver quality customer service to internal customers. Although the staff member paraphrases the coaching advice and seems to understand it, the manager still receives negative comments from other functions who work with the staff member. How could this communication be improved? A. Confirm understanding by observing actual on-the-job performance. B. Repeat the message until the performance improves. C. Ask the staff member directly about other issues affecting performance. D. Try writing out the directions for the staff member.

A. Effective feedback refers to specific behaviors that have been observed. To assess whether the message has been understood and to give feedback that will change performance, the manager must observe the actual performance.

Which is an example of a tactical HR task being automated and replaced by a new HR system? A. Employee self-service B. Department wiki page supporting project collaboration C. Incorporating electronic signatures D. Software as a service (SaaS)

A. Employee self-service replaces the administrative task of transcribing employee-provided data. Project collaboration is a more strategic task; here technology plays a supportive, enhancing role. Incorporating electronic signatures, while automated, would not directly reduce HR staff work. SaaS may perform both administrative and operational tasks.

Which is the best way for an organization to convey to employees that it wants them to report ethical violations or other misconduct? A. Ensure that there is a communication process with direct access to senior-level leaders and confidential reporting. B. Install a suggestion box for anonymous complaints that management can respond to on a website or bulletin board. C. Implement a contact for employees and company clients to use to report ethical violations. D. Do not talk publicly about whistleblowers or address their concerns as having been resolved.

A. Ensuring that employees have open access to communicate directly-and confidentially-with senior-level leaders sends the message that the company is interested in hearing reports of ethical violations or other misconduct.

How can the performance of HR during the due diligence process maximize the success of a merger or acquisition? A. HR can uncover obstacles that affect agreements and implementation plans. B. HR can partner with attorneys to prepare severance agreements for the potential reduction in force. C. HR can ensure that effective communication occurs after the due diligence. D. HR can create compensation and benefit strategies that are internally and externally equitable.

A. Ensuring that obstacles are recognized during due diligence can reduce the potential problems after the completion of the merger or acquisition. This minimizes the number of surprises.

Our female employees will be eligible for all developmental opportunities. A. Ethical universalism B. Cultural relativism

A. Ethical universalism. This policy applies a single position on this issue despite possible differences in culture. Note that this policy may present cultural and possibly legal issues in some areas of operation.

The HR team of a global operation implemented an employee self-service system with 24/7 access. The new system was rolled out with social media and a video presentation on the organization's intranet. Soon after the launch, the HR team finds that they are spending their time returning voice mails and emails from employees reporting errors in their data profiles. The experience is eroding HR's image as a service provider. What should the HR VP do? A. Suspend the organization-wide launch and conduct a beta test in the home office. B. Scrap the existing system and search for an alternative that would produce fewer errors. C. Give the employees time to adjust to the changed process. D. Limit online availability of the system to home office hours so calls can be handled directly.

A. Even the most self-evident, intuitive information system requires some training and will produce some challenges. A small-scale test of the product would help identify likely user issues and these could be addressed in training. The same problem could occur with another product if user needs are not considered. 'Giving the issue more time' may further erode HR's reputation. Limiting the online availability of the service would negate one of its key benefits.

A member of the senior leadership team comes to HR stating that a manager on the senior leader's team needs to be demoted. The senior leader says that the manager has struggled in the role for several years and the company can no longer afford to have the manager in a leadership position. Understanding that this is an issue that should be addressed, the HR manager reviews the struggling manager's past performance appraisals. Despite what the senior leader says, the struggling manager has no documentation in his file to suggest that he is not performing to standards. In fact, all of the manager's reviews fall into "meets or exceeds expectations." Citing these reviews, the HR manager informs the senior leader that the appropriate first step is for the senior leader to develop a performance improvement plan (PIP) for the employee. After the manager is placed on the PIP, the manager approaches HR with questions concerning the plan. Specifically, the manager has concerns about being judged unfairly and being terminated no matter what improvements are made. How should HR handle this situation? A. Explain the PIP review process with the manager and outline the role HR plays in ensuring fairness and equity. B. Reassure the manager that if the benchmarks laid out in the PIP are met the manager cannot be terminated. C. Refer the manager to company policy regarding performance management. D. Review the PIP with the manager to ensure that the benchmarks are measurable and realistically attainable.

A. Explain the PIP review process with the manager and outline the role HR plays in ensuring fairness and equity.

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

A. For an initial foray into overseas assignments, assignees in organizations with a multidomestic or international strategy should be sent on short-term projects or to complete a specific job.

An HR consulting team wants to better understand the odds that a particular initiative can be implemented successfully. What tool is designed to support this analysis? A. Force-field analysis B. SWOT analysis C. Multi-criteria decision analysis D. Delphi technique

A. Force-field analysis examines the factors that favor and oppose a particular change. The process can be used to score different possible approaches. A force-field analysis might be used to develop a multi-criteria decision analysis tool. A SWOT analysis identifies strengths, weaknesses, opportunities, and threats. The Delphi technique is an anonymized approach to gathering information.

Which role should be hired for an HR department of one? A. HR generalist B. HR manager C. HR leader D. HR specialist

A. Generalists (also known as HR practitioners) are familiar with all of HR's varied services. Generalists may have expertise in one or more specialty areas of HR but are generally proficient enough in each area to provide sound advice and direction to employees and managers. HR generalists work closely with their specialist coworkers to ensure that the information and programs they are providing to their employees are accurate and complete. Specialists (also known as functional experts) have expertise in specific areas such as compensation and benefits design, talent management, metrics, IT, occupational health and safety, organizational development, and workforce relations. Their role is to apply best practices in their discipline to advance the HR strategy. A one-person HR department performs activities; managers plan, direct, and coordinate the activities for their unit and provide input to the leader for HR strategy. Leaders have a strategic role. They are typically part of the organization's senior leadership team and often report directly to the chief executive officer or chief operating officer. It is unlikely that a one-person HR department will assume a leadership role.

Which is the most likely advantage of starting a greenfield operation? A. The company can start fresh with new technology, workforces, and practices. B. Cultural disconnects will be readily apparent throughout the building process. C. Tensions and challenges with the local workforce are eliminated. D. The operation can learn local law as it encounters relevant situations.

A. Greenfield operations require more time and probably more resources but provide more control and strategy.

The CEO has requested that the VP of HR take the lead in developing a statement of the organization's core values and a code of conduct. What should the VP of HR do first? A. Schedule a meeting with leaders to gather input. B. Draft a statement of core values. C. Research statements and codes of competitors. D. Develop the code of conduct.

A. HR can be the champion for this initiative but not the driver. It is leadership's responsibility to set the tone and define the values that will guide the organization. HR should therefore gather the shareholders' input. The statement of values can be developed using this input. The code of conduct translates these values into behavioral requirements for all members of the organization. Competitive information is not a good starting point; organizations cannot simply "copy" competitors' values.

An organization posts jobs internally before advertising them externally. This increases the time it takes to fill open jobs. To what problem does this point within the organization? A. Managers do not understand the benefits of providing a fair and equitable system of job posting, promotions, and lateral moves. B. Managers may not trust HR to find the best employees. C. The organization may have low-skilled employees. D. The organization may have a bad reputation in the marketplace.

A. HR managers need to explain how the disadvantage of a slow hiring process is offset by having a fair and equitable system. Managers and HR should work together to find ways to speed up the hiring process.

How should HR best ensure operational activities are accomplishing the organization's strategic objectives? A. Evaluating the organization's talent management strategy for alignment with its strategic goals B. Focusing on strategic activities by outsourcing tasks that are not considered core HR functions C. Leveraging technology to capture and analyze data to better support managers decision making D. Supporting other functions by assisting with talent acquisition, retention, and development

A. HR professionals must deepen their understanding of the organization and what lies behind the organization's strategy and of their internal partners' business and the external factors that may affect them. Technology facilitates the integration of HR in strategic management by providing information that can drive HR's role as a consultant to the organization's leaders. HR data can be integrated into an enterprise management tool that enables more timely access to shared data throughout the organization, but the lack of business knowledge will not make the information valuable or help to support managers. Supporting other functions in their strategic roles is part of HR's strategic role, but that understanding is still required. Third-party vendors can provide less strategic support tasks. HR must develop skills and knowledge such as negotiating and performing due diligence and monitoring and correcting vendor performance.

In which way do Herzberg's motivational hygiene theory and Maslow's basic needs theory differ? A. Herzberg's theory focuses on only job-related needs, while Maslow's theory includes basic survival needs. B. Herzberg's intrinsic factors include job security, pay, and conditions, while Maslow's include employee engagement and job satisfaction. C. Herzberg's external factors include challenging work, meaningful impact of work, and recognition, while Maslow's include pleasant coworkers and advancement opportunities. D. Herzberg's theory is based on extrinsic factors, while Maslow's theory is based on intrinsic factors.

A. Herzberg's theory focuses on only job-related needs, while Maslow's theory includes basic needs to survive. In Herzberg's theory, behavior is driven by intrinsic factors (such as challenging work, meaningful impact of work, and recognition) and extrinsic factors (such as job security, pay, and conditions). Maslow's theory describes motivation in five basic categories of need: physiological, safety and security, belonging and love, esteem, and self-actualization.

A member of the senior leadership team comes to HR stating that a manager on the senior leader's team needs to be demoted. The senior leader says that the manager has struggled in the role for several years and the company can no longer afford to have the manager in a leadership position. Understanding that this is an issue that should be addressed, the HR manager reviews the struggling manager's past performance appraisals. Despite what the senior leader says, the struggling manager has no documentation in his file to suggest that he is not performing to standards. In fact, all of the manager's reviews fall into "meets or exceeds expectations." Citing these reviews, the HR manager informs the senior leader that the appropriate first step is for the senior leader to develop a performance improvement plan (PIP) for the employee. The senior leader wants to track the manager's progress toward the goals outlined in the PIP. Which action should the HR manager recommend to the senior leader? A. Hold a weekly meeting with the manager to touch base about the manager's progress. B. Ask the manager to provide numerical scoring on weekly progress toward PIP goals. C. Advise the senior leader to use the company's goal-setting framework to inform milestone check-ins. D. Ask the manager to self-rate progress toward PIP goals at random intervals.

A. Hold a weekly meeting with the manager to touch base about the manager's progress.

How does an understanding of global forces benefit HR practices in a traditional organization? A. Hyperconnectivity has changed the way employees access information in the workplace. B. Generational differences in the workforce are inherent to only local business. C. Global warming and climate change affect how organizations interact with stakeholders. D. The microblog social platform Twitter and its expansion are important globally.

A. Hyperconnectivity affects every business, whether traditional or global. Employees have access to instant information on phones, computers, and other mobile devices.

A global firm is planning to take a polycentric approach to its philanthropic programs. Which is the most likely outcome of taking this approach? A. Donations will be more aligned to local community needs. B. The costs in managing the program will be higher and the satisfaction lower. C. There will be more favoritism and less control in selecting recipients. D. Donations will be diminished by dispersing them to all countries of operation.

A. If the organization takes a polycentric approach, it allows its local operations managers more control over the programs in their countries. This is most likely to generate closer alignment between giving and local community needs, since local managers are more likely to have a better sense of community needs and reliable nonprofit partners. There is no reason to assume less control and higher costs as long as policies are clear and monitoring occurs. Donations will not decrease, but the pattern of distribution will probably change.

Which of the following is the most likely negative outcome of switching to an HR shared services model? a. Loss of face-to-face interaction between HR and employees b. Increased liability because of compliance with divergent labor laws at federal and state levels c. Increased threat of data security breaches because of the storage of personnel files at a remote location d. Decreased trust of the HR team

A. In a shared services model, HR staff is centralized to streamline department efficiencies; companies are able to provide HR services to more employees with fewer staff by eliminating HR redundancies. However, removing dedicated HR professionals from local operations often decreases the amount of personal, face-to-face interactions between HR and employees. This can have a negative effect on the relationship-building nature of much of HR's work

How would an organization's use of zero-based budgeting impact the HR budget planning process? A. All expenditures must be justified; HR must compete with other departments for funding. B. Balances for continuing projects from the previous period are carried over. C. The function's budget would see no growth in the upcoming period. D. New projects must be postponed until the current projects are completed.

A. In an organization using zero-based budgeting, each function, including HR, begins with zero funds and must justify the strategic importance of each item in its budget. Funds are not carried over. Budgets are not necessarily frozen or decreased but could increase, especially if new projects are deemed strategically important.

In order to help shape the company's strategic goals, the CEO asks the HR director to implement policies and processes that encourage employees to take the initiative in suggesting and developing ways to improve customer relationships. Which organizational culture is the CEO seeking to establish? A. High-performance B. Learning C. Authoritarian D. Participative

A. In high-performance cultures, relationships, communications, and other characteristics are driven from the bottom up. An authoritarian culture would focus on keeping power at the top management level. A participative culture focuses on collaboration and group problem solving. Organizations with learning cultures focus on increasing knowledge, competence, and performance. Shared and continuous learning are embraced.

What must be true about an employee value proposition in order for it to be successful? A. It must be aligned with the organization's strategic plan. B. It must take a strong stance on sustainability efforts. C. It must cater to the concerns of the Millennial generation. D. It must use social media in order to reach the target audience.

A. In order for an EVP to be successful, it must align closely with the organization's strategic plan, mission, vision, and values.

The VP of HR has created a Total Rewards team composed of HR managers from different divisions and countries. The team leader complains that the team is too "territorial," and members see their own approaches as "best practices." What would you advise? A. Coach team members in listening and negotiation skills. B. Clearly prohibit signs of negativity and territorialism in meetings. C. Let the conflicts play out and the members discover their unique group roles. D. Focus on common ground and celebrate short-term wins.

A. In terms of team development, this team is at the storming stage. The team leader can help best by building skills that will help team members develop a common identity and trust. These skills could include listening to other points of view and negotiating win-win solutions.

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

A. 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).

How can an organization ensure a smooth repatriation of an employee after an international assignment? A. Provide assurance that skills and experience attained during the assignment will be used as part of a new assignment. B. Provide a position in the organization that will allow the employee to readjust without the need for support services. C. Offer immediate redeployment to an international assignment instead of requiring the employee to adjust to a home-country job. D. Collect compensation, benefit, and tax data that is needed for home-country reports.

A. It is important that returning employees feel that their skills and global mindset contribute to the organization.

Three employees are hired to assemble lawnmowers. Each employee is assigned to assemble a different but equally difficult component. Every few weeks, the employees are asked to assemble a new component in addition to the original one to which they were assigned. After six months each employee can assemble a complete lawnmower by himself/herself. This situation is an example of which of the following job design approaches? a. Job enlargement b. Horizontal loading c. Group tasking d. Job enrichment

A. Job enlargement is a horizontal expansion/loading of duties and tasks across the same organizational level, whereas job enrichment is the vertical expansion/loading of the roles, responsibilities, authority and activities. By job enrichment, an employee finds satisfaction in respect to their position and personal growth potential, whereas job enlargement refers to having additional duties and responsibilities in a current job description

An HR VP is looking to implement a program to enhance career development in the organization's employee base. Feedback in a recent employee survey indicated that employees don't know very much about the function of other positions within the company, which limits the ability of employees to explore career paths that are not immediately related to their current position. Which program should the HR VP implement? A. Job rotation B. Job enrichment C. Apprenticeships D. Job enlargement

A. Job rotation is a career development method that rotates employees between different positions within the company on a regular basis. It enhances career development opportunities while addressing the employee feedback about lack of awareness of other positions in the company, and it allows employees to better explore career paths that may interest them within the company.

Management decides that training supervisors to identify and prevent bullying is not necessary, and they do not fund a program budget. Which aspect of risk management does this illustrate? A. Organization's risk tolerance B. Risk avoidance management strategy C. Precedence of global standardization D. Poor governance and leadership

A. Management has decided that it is willing to accept the risk that bullying will occur and possible organizational costs. This is an example of an organization's risk tolerance, the amount of unmanaged risk that management is willing to accept.

The chief human resources officer at a nonprofit organization that provides support animals to disabled veterans is tasked with assessing the organization's level of operational effectiveness. Which metric can be used to report the organization's efficiency in fulfilling its mission? A. Ratio of donations spent on programs versus fund-raising B. Number of veterans paired with animals C. Veteran satisfaction with experience D. Number of media reports per year

A. Measures of efficiency examine the amount of resources used to achieve goals. Measures of effectiveness focus on the extent to which an organization has achieved its goals. The only metric here that relates to the ratio of resources to output is the fund-raising metric. The number of veterans served and veteran satisfaction are both goals that indicate effectiveness. It is possible that public awareness through media reports might also be a goal.

In order to add value to the human capital of the organization: a. HR must have good metrics about the HR side of the business b. HR managers must be focused on reducing the total cost of labor. c. the HR function must form the interface between the external environment of the organization and its internal environment. d. HR policies and practices should result in a workforce with the maximum quantity and maximum quality needed to achieve productivity goals

A. Measuring HR information and data helps organizations figure out their people strategy for the future, recognizing what is working well for the organization, what needs improvement, and what trends can be expected down the line

Meeting, learning from, and socializing with colleagues within and outside of one's organization is known as which of the following practices? A. Networking B. Achieving work-life balance C. Formal education D. Fraternizing

A. Networking

An organization that offshores apparel fabrication has come under fire for using a supplier cited for child labor and human rights violations in its factories. To avoid this situation in the future, which certification should the organization seek in their next supplier? a. SA8000 b. ISO 26000 c. OECD Guidelines d. Caux Principles

A. Note that the only certification listed is the SA8000. SA8000 is an auditable certification standard that encourages organizations to develop, maintain, and apply socially acceptable practices in the workplace. SA8000 certification is modeled on ISO standards. Prospective facilities must integrate it into their management practices and demonstrate ongoing compliance with the standard. SA8000 measures the performance of companies in eight areas important to social accountability in the workplace: child labor, forced labor, health and safety, free association and collective bargaining, discrimination, disciplinary practices, working hours and compensation. ISO 26000 Guidance on social responsibility is a voluntary international guidance standard providing guidelines for social responsibility. The OECD Guidelines for Multinational Enterprises (Organization for Economic Co-operation and Development Guidelines) are recommendations from governments to multinational enterprises on responsible business conduct. The OECD Guidelines set standards for responsible business conduct across a range of issues such as human rights, labor rights, and the environment. Caux Principles -Seven core principles underlie the Caux Round Table for Moral Capitalism approach to responsible business practices. Principle 1: Respect stakeholders beyond shareholders. A responsible business has responsibilities beyond its investors and managers. Principle 2: Contribute to economic and social development. Principle 3: Build trust by going beyond the letter of the law. Principle 4: Respect rules and conventions. Principle 5: Support responsible globalization. Principle 6: Respect the environment. Principle 7: Avoid illicit activities.

HR is responsible for an on-site day-care center and uses a third-party expert to assess safety and implement recommended changes to the facility. Which critical step in risk management is missing from this process? A. Regularly checking site and monitoring adherence to policies and practices B. Identifying and calculating threats and vulnerabilities C. Obtaining insurance to effectively transfer risk D. Designing and monitoring a prevention program

A. Once risk management programs have been implemented, it is critical to evaluate the effectiveness of these measures or controls.

A multinational corporation is expanding quickly through acquisitions. It aims to create efficiency and innovation by integrating all its operations. What might the VP of HR advise the management committee in this case? A. Budget time and resources to revise policies and practices and train all personnel. B. Adopt a more downstream approach to glocalization. C. Conduct a global leadership conference of managers in each division. D. Do not sacrifice local creativity for global efficiency.

A. One of the challenges facing an organization that is seeking global integration of acquired entities is that these entities have established their own policies and processes and will adhere to them unless deliberate action is taken to create new, integrated policies and procedures.

Which HR action is most predictive of successful strategic outcomes in an organization? A. Focusing on the organization's core competencies in each business unit to evaluate and employ change as needed B. Articulating the organization's strategies during onboarding to ensure alignment with the mission, vision, and values C. Evaluating business unit results to evaluate and adjust organizational strategic initiatives for each individual area D. Tracking results across the organization as a whole to ensure that company goals support the strategic objectives

A. Organizations that are successful at strategy master the skills of alignment of effort across all business units, controlling drift by evaluating and correcting course when necessary. In addition, strategic organizations are aware and focused on their core competencies to ensure that the efforts support areas of strength.

Pat is talking with her colleagues about illegal discrimination at work. Someone mentions that the company is going to be sending out a request for updated race and sex information. Pat says that isn't legal. The company isn't supposed to track any of that information. A. Pat has not understood the FLSA requirements that employers keep race and sex data on employees B. The EEOC has issued guidance that agree with Pat's belief that it is illegal to maintain that information in company records C. Only federal contractors are required to maintain the race and sex identification for employees D. It is only the public-sector employees who are exempt from providing for their employees

A. Pat has not understood the FLSA requirements that employers keep race and sex data on employees

What is the relationship between an organization's code of conduct and its specific policies and procedures? A. The code of conduct can be used as the basis for detailed policies and procedures specific to the organization's regulatory requirements and risks. B. A code of conduct is a direct link from every policy and procedure for a company C. If the code of conduct conflicts with a law in an area where the company is doing business, the code must still be followed. D. Individual business units should set their own policies and procedures as long as they are consistent with the corporate code of conduct.

A. Policies and procedures should be consistent with applicable laws and regulations and the code of conduct.

The vice president of HR has determined that the policy on the use of overtime for nonexempt employees must be updated to bring it into compliance with the labor code. Which approach is the best way to implement this policy change? A. Involve management in the process and provide training on policy changes. B. Create departmental procedures for documenting the need for overtime use. C. Distribute video presentations on the policy changes to the entire workforce. D. Have the company's employment attorney send out a notice to management.

A. Policies are developed to communicate expected behaviors to employees. It is essential that managers and supervisors are aligned with management practices and policy. Involving them and training them on the policy changes builds strength in consistent application across the enterprise.

Which is the most effective strategy for incentivizing all employees to improve productivity based on a company wide goal? A. Create a profit-sharing plan. B. Offer commission based compensation. C. Implement merit increases. D. Provide performance bonuses.

A. Profit-sharing incentive plans support organization-wide, overall results. Merit increases and performance bonuses are more focused on individual goals. While this may encourage employees to perform well, it does not directly recognize company wide success. Commission plans are better suited toward sales employees rather than the overall workforce.

Which is the next step after a governmental agency drafts proposed changes in existing workplace safety requirements? A. Public comment on the changes will be sought. B. The changes will go into effect following internal legal review. C. A legislative committee will vote on the revised standards. D. The changes will go into effect when approved by the agency director.

A. Proposed changes in regulations are published, and public comment is invited for a defined period of time. Public comment is essential to ensuring that regulations are practical and enforceable. HR professionals should stay abreast of these proposals and submit comments.

A new construction company is growing rapidly and hires its first HR director. To date, the construction company's hiring managers have been basing salary offers on candidates' salary demands. Therefore, the company does not have a salary structure in place, and large pay disparities are emerging among employees in the same positions. The new HR director is concerned about the inconsistencies in compensation and worries that the company's current pay practices may be discriminatory. Additionally, the HR director fears the situation will eventually result in both negative relations among current employees as well as future recruiting challenges. Managers say that they need to be flexible with salary during the hiring process because it is difficult to find enough talent. Which action would be most effective for the HR director to take? A. Provide managers with a salary structure to follow, but tell them HR is open to discussing special situations. B. Ask an attorney to talk with managers about the importance of following a salary structure. C. Add a step in the hiring process to meet with managers to discuss each offer before it is given. D. Ask managers to provide their input when developing a salary structure for the company.

A. Provide managers with a salary structure to follow, but tell them HR is open to discussing special situations.

A retail sales manager of a bank sees a commercial for a local competitor advertising low rates for a home equity loan. The next day, the manager develops a promotion offering a lower rate than the competitor's. What conventional business strategy is this? A. Red ocean B. Focus C. Blue ocean D. Growth

A. Red ocean strategies seek to obtain market share through lower cost or differentiation. Blue ocean strategies create competitive advantage through innovation, typically by creating a completely new arena. A growth strategy is simply the way in which an organization tends to grow. Focus strategies apply cost leadership or differentiation within narrow industry segments.

Which initiative is most likely to provide the best outcome for a multinational organization incorporating a new knowledge management system? A. Adding translations for a wide range of languages B. Creating a knowledge management system for each job type and skill level C. Offering a separate knowledge management system for each country D. Utilizing a third-party vendor to implement and manage the new system

A. Removing barriers such as language helps to ensure that everyone in the organization, regardless of location, can access and understand the information. Offering different systems in each country would be impractical and lead to inconsistency. Having a system for each job type and skill level would be too costly and create too much segmentation. No evidence that having the system managed by a third-party would make it more or less successful.

Leaders of a new high tech organization are seeking HR's expertise in retaining their highly skilled workforce, especially as the organization expands. When should HR start the employee retention strategies and practices? A. During the organization's branding and recruitment efforts B. After review and signed acknowledgment of receipt of the employee handbook C. During the interview process through a realistic job preview D. Once candidates' background and reference checks are complete

A. Retention strategies and practices start with the organization's branding and recruitment efforts and continue on through the employment experience.

The global HR director at a multinational manufacturing company receives a complaint from an employee working in an overseas operations center. The complaint alleges that the employee was unfairly denied a promotion for an open team lead position and was treated inappropriately by the on-site HR manager. According to the complaint, the employee reported the promotion issue to the on-site HR manager, who responded by inviting the employee to meet over lunch. Instead of resolving the issue, the HR manager forced the employee to pay for their lunch bill and to buy the manager a new pair of expensive shoes. A few days later, the employee's supervisor placed the employee on a performance improvement plan based solely on the HR manager's recommendation. After reviewing the complaint, the HR director reviews the employee's personnel file but does not find any record of performance issues in the past. In addition, there are no prior reports from other employees in the operations center indicating that the on-site HR manager has a history of inappropriate behavior. What should the global HR director do to determine the extent to which cultural differences are contributing to the problem? A. Review information about the dominant cultural values of the region in which the operations center is located. B. Interview the employee's coworkers to determine if situational factors justify the on-site HR manager's behavior. C. Review employment laws for the country in which the operations center is located. D. Conduct interviews with the on-site HR manager and the employee to discuss their personal ethical value systems.

A. Review information about the dominant cultural values of the region in which the operations center is located.

Due to a significant increase in head count, a company is in the process of changing its performance management system. Which of the following activities should the HR director consider when evaluating the new system? A. Review the alignment of the system with the organization's strategic goals. B. Review the amount of training time invested in educating employees on the new system. C. Create a list of benefits and concerns about the new system. D. Track how many managers and employees have logged into the system.

A. Reviewing the alignment of the system with the organization's goals is important when evaluating performance management systems. Although reviewing the amount of training time can improve the training, it would not be used to evaluate the system. Creating a list of benefits and concerns about the new system should be completed in the planning process rather than the evaluation. Tracking how many managers and employees have logged into the system does not provide enough of the information needed for an evaluation.

A global organization that was recently criticized for subcontracting to manufacturers who employ children is experiencing plummeting sales. This results in reductions 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. Have the legal department review the RIF plan and external laws to avoid litigation. B. Share the RIF plan for transparency, and solicit feedback and concerns from global locations. C. Offer all separated employees enhanced severance of two years' wages and benefits. D. Conduct the RIF, and accept that some employee issues may arise and handle them on a case-by-case basis.

A. 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 futures, 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, and is probably beyond the employer's financial capabilities. Conducting the RIF without legal review and without a communications plan would be choosing to ignore the potential for risk.

The technology company you work for has discovered that almost half of its total expenses are spent on company compensation programs. Which of the following metrics did it most likely use to identify this number? a. Salaries as a percentage of operating expense b. Utilization review c. HR expense factor d. Salaries as a percentage of revenue

A. Salaries as a percentage of operating expenses reflects the relative amount of compensation cost to the investment in total operating expenses. A high percentage reflects an investment in salaries versus investments in raw materials, tools/equipment, or computers. For service-oriented industries, the benchmark for this number is likely to be higher, as the core competencies are knowledge workers as opposed to a produced good

During the new hire orientation, Joe wants to illustrate the company culture to new employees. What are some things he could share with them to show the organization's culture? A. Share that employees can chose to work remotely one say per week and that the last Friday of each month is used to celebrate an employee's personal heritage B. Share that new equipment will be delivered at the end of the month, and that he will follow up with each employee on assignment C. Share his personal career story, beginning from choosing a major in college D. Shar what make the organization different from others in the same field

A. Share that employees can chose to work remotely one say per week and that the last Friday of each month is used to celebrate an employee's personal heritage

An HR director wants resources to purchase new technology. The IT director is an obvious choice for an ally, but the finance director seems very enthusiastic and eager to help. How should the HR director approach this situation? A. Think more about what the finance director might want from this alliance. B. Make the argument to management based on the initiative's merit rather than on its internal support. C. Accept finance's offer of help gratefully, since finance will be providing the necessary budget in the end. D. Decline the finance director's offer and focus on the IT director.

A. Since the finance director will be less involved and affected by the initiative, the HR director should maintain a focus on the IT director and at the same time try to learn more about the finance director's motives and political power in the organization. The finance director may be beneficial to the HR director, so it would be a mistake to decline his or her help without further thought. Having additional political support would be an asset for the proposal.

Which of the following is an example of a human resources Software-as-a-Service (SaaS)? a. Applicant tracking software b. Staffing agencies c. Harassment reporting hotlines d. Professional Employer Organization

A. Software-as-a-service (SaaS) is the licensing of software applications by a company that is hosted by an off-site agency. Talent management databases—such as applicant tracking systems—are accessed via the Internet. Depending on the application, an advantage of SaaS is increased efficiency, particularly in areas that are administrative in nature. Senior HR leaders are often tasked with leading the transition into new systems and services, including building a business case that the C-suite may use to make decisions

Which of the following stages in the strategic planning process answers the question "How do we get there?" A. Strategy implementation B. Strategy development C. Strategy formulation D. Strategy evaluation

A. Strategy implementation is the stage in which the plan identifies specific action items such as budgets and goals. The environmental scan involves data-gathering activities such as SWOT and PEST analyses used to formulate strategy.

A major refrigerator manufacturer has decided to expand its operations by offering field repair work. Each department has been tasked with developing objectives to ensure this plan will be successful. As the HR leader, which of the following goals are you most likely to adopt? a. To hire and train the initial 12 employees over the next six months b. To reduce turnover, allowing department managers to focus on their relevant objectives c. To reallocate training resources to account for the new hire training costs d. To meet with the department heads to identify their need

A. Successful goals and objectives must be specific, measurable, achievable, relevant (sometimes called realistic), and time-based (SMART). Note that the company intends to "expand its operations". Therefore, meeting the hiring and training needs of 12 employees within six months aligns with the business strategy, and allows for measurable and clear expectations

A fairly small organization is headquartered in a relatively remote location, far from major metropolitan areas. Due to the location, the organization has historically struggled to fill positions with external candidates, forcing it to rely on internal candidates to fill many non-entry-level positions. The organization notices that it is having issues retaining potential talent, who are leaving to find promotional opportunities elsewhere. Which internal recruiting method should the organization use to retain potential talent and fill the non-entry-level positions? A) Succession planning B) Employee referrals C) Job posting D) Nominations

A. Succession planning would help address two of the issues that the organization has identified by (1) identifying potential talent and preparing them to be promoted within the organization and (2) providing the employees with a road map and a glimpse of their future potential within the company. This may help prevent employees from looking for opportunities outside of the organization, and it could provide better-prepared candidates for open positions. Nominations, job postings, and employee referrals may help attract more applicants internally but wouldn't necessarily provide the same benefit of retaining potential talent.

The saying "In our every deliberation, we must consider the impact of our decisions on the next seven generations" is an example of what type of influence on organizational decision-making? a. Sustainable practices b. Global ethics policy c. Factors of corporate governance d. Fiduciary responsibilities

A. Sustainability focuses on meeting the needs of the present without compromising the ability of future generations to meet their needs. The concept of sustainability is composed of three pillars: economic, environmental, and social—also known informally as profits, planet, and people. Sustainable practices are built upon a premise of endurance—that companies use long-term factors such as environmental impact and depletion of resources to make decisions about business practices and strategies

A vice president (VP) of HR has joined a senior leadership team charged with identifying possible acquisitions. The VP of HR has never worked with the other team members and barely knows them. Which action would best allow the VP to develop influence with these other team members? A. Take time to socialize with them. B. Tell them about how you have a self-interest in the project. C. Show respect for their high organizational positions. D. Influence is an attribute that cannot be directly controlled or created.

A. Take time to socialize with them. The VP's efforts in increasing influence could start with active listening during socializing and taking that opportunity to understand the other team members' needs and perspectives. If you have been a good listener and have built trust in other ways, people may be more receptive to your efforts to educate, convince, or market ideas to them.

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) Communication noise B) Task conflicts affecting the meeting C) Goal conflicts between HR and operations D) The operation head's lack of strategic awareness

A. 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.

Which OSHA standard is known as the Employee Right-to-Know Law? A. Hazard Communication B. Personal Protective Equipment C. Occupational Noise Exposure D. Control of Hazardous Energy

A. The Hazard Communication standard, also known as the Employee Right-to-Know Law, requires that employees be informed of hazardous substances in the workplace through labeling, training, and written hazard communication programs.

The North American Free Trade Act (NAFTA): a. resulted in the establishment of maquiladoras along the US-Mexico border b. has only two participants-the United States and Canada c. has led to negligible change in the U.S. manufacturing sector d. removes all tariffs from non-technical products

A. The North American Free Trade Agreement is an agreement signed by Canada, Mexico, and the United States that created a trilateral trade bloc in North America. A maquiladora is a factory in Mexico run by a foreign company and exporting its products to the country of that company, e.g. A U.S. company creates a factory in Mexico because of low production costs and low labor costs and exports the products into the USA.

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

A. The Operations department 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

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. Explain to the leaders that the new strategy will require changes in structure, policies, processes, and culture. B. Implement new hiring and performance management systems that will focus on more bureaucratic skills and attitudes. C. Develop a communication plan that will help all employees align their work with the new strategy. D. Contract with professional quality engineers to better understand the causes for the product problems.

A. 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 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 pushback 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 a final say over who they hire? A) Continue to allow unit managers to conduct interviews but require that they employ structured interviews for consistency. 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) Implement a multi-step interview process where unit managers are allowed to sit in on final interviews and provide input. D) Continue to allow unit managers to conduct interviews but require that they employ stress interviews to ensure that selected applicants can perform adequately.

A. 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

The VP of HR is pleased that the numbers of women acting as senior account managers in the organization has increased, but at regional sales meetings the VP notes that all of the regional sales managers and their assistants are men. How should the VP of HR proceed? A. Promote diversity in succession plans for the sales division to senior management. B. Offer leadership evaluation and training seminars to women account managers. C. Discuss the reasons for the lack of women in sales management positions with the VP of Sales. D. Privately encourage women in the sales division to communicate the lack of opportunity to the CEO.

A. The best tactic here may be to focus on making sure women are in the pipeline for future management positions—in other words, making sure they are included in succession plans. Offering leadership training could be seen as offensive to women who have reached this position. Encouraging the women to go around their regional managers to the CEO could sabotage their careers. Discussing reasons will not necessarily lead to change.

A small marketing company with a single location is looking to enhance organizational success while creating shared value. Where should it focus efforts in order to be most successful in that pursuit? A. Investing in the local cluster to strengthen local businesses and infrastructure B. Creating advertising only for companies with a strong social responsibility code C. Examining whether the marketing products it produces are beneficial to society at large D. Creating marketing materials supporting employees' philanthropic passions

A. The best way for an organization, especially a small one, to enhance success while creating shared value is to invest in the local cluster. By improving local infrastructure and associated organizations, shared value can be created, benefiting both the company and the community.

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) Diverse local suppliers are less likely to be unionized and can therefore save the organization considerable money in labor costs. D) Having the same policies and procedures apply to both internal departments and outside suppliers saves time and resources and reduces training costs

A. 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.

The HR function is assessing a new HR information system (HRIS). Leaders are particularly concerned about the visibility and accessibility that the system will provide to mobile workers and external business partners (e.g., recruiters). What component of the HRIS options should they examine closely? A. Communication tier B. Data tier C. Presentation tier D. Logic tier

A. The communication tier is the part of the information system that allows devices to communicate over internal and external networks. The data tier stores and manages gathered data. The presentation tier controls how users 'see' and interact with the IS. The logic tier contains the applications that use the data.

Scenario: A 170-employee manufacturing company has won a $3 million government contract and must produce 60,000 aircraft parts over the next three months. Presently, the production department runs two shifts and utilizes 60 skilled workers per shift. Normal production for the company is 50,000 parts per month. The company must maintain current production and fulfill the new order. Currently, it has 10,000 parts in inventory. Which of the following staffing strategies will work best in this situation? a. Require present workers to work overtime b. Hire temporary workers for a third shift c. Add quality inspection to ensure that the parts meet quality standards d. Ask managers to assist in the production area

A. The company's workers are skilled and can be asked to work overtime to meet the order requirements. Note that the project is for three months only and temporary workers will have to be recruited and trained. The most cost-effective strategy that will ensure quality standards are maintained will be to have current workers work overtime.

Which strategy is likely to be most effective at reviving stalled negotiations between a company and an important vendor over cost? A. Recommend an independent review of the fair market value as a starting point. B. Advising keeping current pricing in place indefinitely until a resolution is reached. C. Issuing a best and final offer to the vendor. D. Soliciting competing bids from the vendor's competitors.

A. The correct answer looks to move the negotiation away from positions and toward the use of objective criteria, such as an independent assessment of fair market value. This will preserve the relationship and help both parties feel that they have been treated fairly. Other options present risky solutions that may not work in the organizations's best interest if the vendor does not acquiesce.

Which of the following can be measured using a correlation coefficient? A. Absentee rate for new hires B. Sales forecasting C. Preferred benefits offering D. Methods to improve productivity

A. The correlation coefficient is a statistical measure of the strength of the relationship between the relative movements of two variables (absentee rate and new hires). It is a type of quantitative analysis. Qualitative analysis, on the other hand, uses human judgement or other subjective criteria to arrive at conclusions, such as brainstorming, Delphi technique and nominal group technique

A traditional risk grid identifies the probability and impact of a threat. Which factor would provide a more accurate view of the risk if taken into consideration? A. Degree to which the organization is currently protected against the threat B. Probability of the threat actually impacting the organization C. Severity of impact on the organization if the threat were to occur D. The span of impact the threat would have on employees and their families

A. The degree to which the organization is currently protected against the threat gives a more balanced assessment and view of the actual risk which would allow decision makes an opportunity to implement proactive measures to mitigate the threat(s). The severity, span of impact, and probability of the threat are reactive consequences should the threat happen.

What is the purpose of an environmental scan? A. To collect data for use in formulating strategy B. To strengthen internal weaknesses and re-evaluate external threats C. To apply resources toward corporate competitive advantage D. To develop strategies based on the regulatory environment

A. The environmental scan is an activity designed to collect relevant data to an organization's strategy, not necessarily to take action on the data collected. Information such as internal weaknesses and internal threats, internal strengths, external opportunties, laws and regulations will be sued to help formulate and then implement the strategy.

Scenario: A 170-employee manufacturing company has won a $3 million government contract and must produce 60,000 aircraft parts over the next three months. Presently, the production department runs two shifts and utilizes 60 skilled workers per shift. Normal production for the company is 50,000 parts per month. The company must maintain current production and fulfill the new order. Currently, it has 10,000 parts in inventory. The first step the production department should take is to: a. determine the production and quality standard required to meet its new and existing business b. hire new staff to meet the additional demand c. calculate the profit margins to determine the work can be done d. immediately require its workers to work overtime

A. The first step in HR programs and projects is often involves determining the needs while the most important step is most likely obtaining senior management approval. Needs identification is the process of discovering the requirements, constraints, and motivations for a particular initiative. It is important to know what is needed before proffering a solution

A global corporation is reviewing existing international principles to develop its' corporate social responsibility strategy. While the OECD Guidelines and ISO 26000 are in general agreement on most issues, there are significant differences to consider. Which set of guidelines should the organization follow? A. The organization should adapt from OECD and ISO 26000 those elements that seem most consistent with their own strategic goals and values. B. The principles the organization adopts should be independently developed and implemented, with the OECD/ISO guidelines used as reference. C. The organization should follow ISO 26000, because these standards were created by business people so they are more likely to be realistic and appropriate to a global corporation's needs. D. The organization should follow the OECD Guidelines, since the OECD is the more prestigious organization and their principles will carry more weight with outside stakeholders.

A. The frameworks and guidance offered by the OECD and ISO serve as an excellent starting point for organizational principles and guidelines. However, organizations must tailor them as appropriate in consideration of their own unique requirements and metrics for their industry and local environment.

What is confirmation bias? A. The human tendency to seek, favor, or influence data to match personal preferences or an established hypothesis B. Asking for professional help only from colleagues that are guaranteed to say yes, therefore eliminating one's networking capacity C. Choosing to select a random sample from a telephone book of names D. Promoting evidence-based research for all decision-making within an organization

A. The human tendency to seek, favor, or influence data to match personal preferences or an established hypothesis

Scenario: A company experienced a high degree of turnover during the past year. Senior leadership is worried about the level of turnover and worried that HR is not moving fast enough to fill these positions. The hiring manager says that the applicant pool has been weak lately and they have had trouble finding qualified candidates to hire from within the pool which HR provides. HR has relied heavily on recruiting by word of mouth, which in the past has generated applicants that fit the company's culture. The award for referrals that result in hiring has also been popular with employees. What would be the best way for HR to bring in more qualified candidates? A. Post job openings on Internet job sites and examine the effect on the applicant pool B. Talk to senior leaders to figure out which types of jobs are most difficult to fill C. Benchmark how other organizations are identifying qualified applicants D. Interview hiring managers to determine the specific gaps in knowledge and skill that needs to be addressed

A. The internet makes it possible to access a larger talent pool, as candidates can apply for a job from anywhere in the world. This opens up the company's options when it comes to finding the right talent for a specific position

What is one of HR's primary roles in managing technology? A. Collect new employee data B. Select IT vendors C. Integrating HR and organizational data D. Ensure data security

A. The introduction of technology into HR calls for HR professionals to become better at identifying and capturing data and using it to make better decisions. Selecting vendors is occasionally an HR role but not a primary one. HR often works with IT and possibly finance or purchasing in vendor selection. Ensuring data security is a complex role, usually assumed by IT functions or expert consultants. The same is true of integration. In this case, the outside experts are often vendors providing software applications that need to be integrated into existing HR and/or organizational systems.

An HR manager is asked by a senior manager to select an employee who has been mentored by the senior manager for an open position. This employee was not the manager's first choice for the job. What would be the most useful question for the manager to ask in sorting out the ethical implications of this situation? A. Is this action fair to everyone involved? B. Is this an ethical or a political question? C. Am I sure of my original assessments of the candidates' qualifications? D. What will my peers think of me when I change my mind? Submit

A. The manager is ethically obliged to be fair in this process, offering both candidates equal consideration.

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. A. Leaders need to understand the informal centers of power in an organization. B. It is the best way to avoid making social mistakes. C. It is a good way to learn the formal rules of an organization. D. This is the best way to impress others with the HR manager's emotional intelligence.

A. The mentor's job is to help the mentee develop skills, and, in this case, the skill is leadership. To win support, leaders need to know their organizations and understand how they operate informally. This advice may result in the mentee developing emotional intelligence and avoiding social mistakes, but the main point is to learn the informal face of the organization.

Which of the following is the most important goal of conducting due diligence during a merger and acquisition? A. Investigate for lawsuits, claims, and liability B. Determine the number and types of positions to be eliminated in each organization C. Project annual earnings and operating expenses D. Determine which of the two companies will assume leadership and strategy

A. The most important goal of conducting due diligence during a merger and acquisition (M&A) is to discover lawsuits, claims and liability. In the M&A process, due diligence allows the buyer to confirm pertinent information about the seller, such as contracts, finances, and customers.

An organization has been rocked by an internal financial scandal that involved different levels of management and affected customers. HR has been charged with helping the organization recover. What would be the best first step? A. Conduct an organization-wide assessment of ethical behavior. B. Revise the performance management system to reward ethical behavior. C. Communicate to customers that the organization has committed to a new culture of accountability. D. Conduct targeted interviews to understand why the behavior went unreported for so long.

A. The organization must change its culture to increase a sense of accountability at all levels. This is an opportunity for change, not merely recovery. The first step in making cultural change is to know exactly where the organization is. Is this a widespread problem? Making specific systemic changes without this information is premature. Focusing on the past incident will not move the entire organization forward. Communicating with customers is important but steps to make the change must be taken first.

In which of the following stages in the strategic planning process is the commitment of leaders secured? A. Preplanning B. Environmental scan C. Strategy formulation D. Strategy evaluation

A. The preplanning element in the strategic planning process sets the stage for success, which includes securing the proper buy-in and commitment from leaders and management

The term span of control is most accurate in which type of organization? a. Static companies with clear reporting structures b. Collaborative agencies with integrated teams c. Businesses using a front-back organizational structure d. Business units within the technological industry

A. The term span of control refers to the number of subordinates who directly report to a manager. It is useful in strategy development when there are clearly defined hierarchies. If a company finds the need to eliminate layers of management, HR will have to help restructure the reporting relationships. The term is potentially outdated in describing businesses that are more fluid in reporting and companies that depend on collaboration and cross-functional work teams

Following an investigation, HR calls a meeting to discuss the disciplinary action that will be taken against a union employee. The employee requests the presence of a union representative in the meeting. Which of the following is true? A. The union employee is not legally entitled to union representation in the meeting. B. The union employee is legally entitled to union representation in the meeting but only if the representative is from the union that represents the employee. C. The employee is legally entitled to union representation in the meeting. D. The union representative has the right to bargain with the company over the proposed discipline.

A. The union member is legally entitled to representation during an investigative interview under the Weingarten ruling, but that right does not apply to other meetings such as one to discuss the findings of an investigation.

What term describes a web of interconnectedness or the movement of people (labor) and knowledge (technology) across borders? A. Globalization B. Multicultural C. Digital-native generation D. Offshoring

A. This describes globalization. Offshoring relates to the practice of basing some of a company's processes or services overseas in order to take advantage of lower costs. Multicultural relates to or constitutes several cultural or ethnic groups within a society. Generation Z is referred to as the first "digital-native" generation.

Which of the following statements is most likely to strategically align performance standards with leadership expectations? a. If this strategy works, we are more likely to see improved attendance b. Not everything that can be measured should be measured c. Companies often measure what is easy, not what is right d. Metrics must be focused to have true impact

A. Too often, performance standards and benchmarks are established without having a clear idea of what the true results will be. As a result, company leaders and employees may develop unreasonable expectations of the outcomes from a strategic objective. In the development of metrics, companies must be sure to align standards while clearly communicating the expected outcomes, such as improved attendance, increased customer satisfaction, or decreased expenses

What is the most significant impact of the creation of the triple bottom line? a. Serving as the foundation for measurement and public reporting of sustainability performance by multinational corporations b. Enabling governments to quantify sustainability efforts c. Providing a universally accepted definition of corporate citizenship d. Enabling organizations that are less effective financially to still remain sustainable and attract shareholders

A. Triple Bottom Line refers to a business strategy that includes SOCIAL, ECONOMIC, and ENVIRONMENTAL criteria. It applies the 3Ps principle of sustainability (people, planet, profit) and argues that the environmental and social costs and benefits generated by an organization should be considered as well as the economic factors. It can be viewed as a performance measurement of an organization pursuing a CSR strategy or sustainability.

How can acceptance of a code of conduct be achieved in a global organization? A. Use words and phrases that are universally accepted. B. Create focus groups using home-country nationals. C. Include specific mention to regions where the organization is located. D. Solicit feedback from upper management within the organization.

A. Using words and phrases that are nonjudgmental and translate well helps with global acceptance. Using a narrow focus regarding locations or groups of people may lead to the organization not being inclusive.

After a period of steady growth, business has leveled off, and HR has been tasked with finding areas in which to cut costs. Which metric could be used to support a decision to outsource a function or area and decrease internal head count? A. Vacancy costs B. Cost per hire C. Human capital ROI D. Turnover costs

A. Vacancy costs are the costs of substitute labor (temporary workers, contractors, outsourcing partners) minus wages and benefits not paid because of vacancy.

Senior management is concerned that the lack of technical skills in-house will make building a human resource information system (HRIS) impossible. What is the best option to procure a robust and functional HRIS? A. Explore outsourcing to a third party. B. Create a business case for a do-it-yourself system. C. Purchase a customizable off-the-shelf system. D. Develop a system that will meet basic needs first.

A. When technical skills are not available in-house, outsourcing to an external vendor can be a cost-effective solution. Building and customizing off-the-shelf systems both require in-house expertise. To do it yourself would require developing the necessary expertise. Since expertise takes time to develop, outsourcing will be faster, more effective, and less costly.

Which disadvantage should an HR director of a small organization consider when determining whether to implement a dual career ladder? A. Potential effectiveness of the program due to the organization's size. B. Resistance from employees over added management responsibilities. C. Low-performing managers being sheltered by the program. D. Resentment from employees who are not chosen for the program.

A. While each option may be a drawback that occurs with dual career ladders, the program may be entirely ineffective if the organization is too small or too revenue-restricted to successfully implement it. Resistance, resentment, and sheltering of low-performing managers can all be addressed and mitigated when rolling out the program.

What is an example of a factor that influences workforce supply? A. Worker attrition B. Number of customers C. Seasonal workload D. Economic downturn

A. Workforce supply may refer to the number of workers available for a specific position or for the industry as a whole. Worker attrition, or the number of workers who leave due to things like retirement or resignation, affects the workforce supply. The other choices all refer to factors that influence workforce demand, or the number of workers needed by an organization at a given time.

An HR manager is informed by an employee that a supervisor is working for a competitor on nights and weekends. What describes this ethical concern? A. Potential conflict of interest B. Employer's policy against secondary employment C. Kickbacks and bribery D. Breach of confidentiality

A. Working for a competitor may be a conflict of interest because it poses potential threats related to competitive intelligence and the release of proprietary information. Although an employer's policy should be referred to during the investigation, it was not referenced in the question and does not describe an ethical concern. It is unclear if the supervisor has disclosed confidential information. Kickbacks and bribery relate to the exchange of anything of value to gain greater influence or preference.

Organizations will use third-country nationals as a way to: A. emphasize that a global approach is being taken B. ensure that foreign operations are linked effectively with the parent organization C. indicate that it is setting up a foreign operation D. establish clearly that it is committed to the host country

A.A third country national (TCN) is an employee who is not a citizen of the home or host countries. For example, a French National working in the Hong Kong subsidiary of a US company would be considered a TCN employee. The Geocentric Approach is a method of international recruitment where the multinational corporation takes a global approach and hires the most suitable person for the job irrespective of their nationality. Ethnocentric strategy uses same HR practices of parent company in host nations. Polycentric strategy employ local people as workforce and adapts the HR practices of the host nation. Geocentric strategy only focuses on skills of the employee and adopts HR practices which are most effective and efficient irrespective of the nationality.

A new CEO joins a large company of over 1,000 employees with a history of favoritism and unethical behavior. For example, family and friends lacking qualifications get hired and employees use workplace privileges to help family. Additionally, many employees, including function directors, engage in bribery to ensure high performance ratings, resulting in stagnant performance. The legal department consists of a single individual hired over a decade ago. The CEO asks the HR manager for support with improving these workplace issues to ensure legal compliance. The CEO asks the HR manager to investigate the potential impact of favoritism at the company. Which action should the HR manager? A. Observe employee behavior across functions. B. Conduct focus groups to understand employee perceptions of ethical work behavior. C. Administer an internal employee survey asking about participation in unethical behavior. D. Hire a third-party vendor to conduct an employee engagement survey.

B

A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands. Which action should the VP of HR take to ensure that the project stays on track and barriers to success are removed? A. Meet individually with each brand manager weekly to discuss their progress and offer support. B. Post project timelines, deadlines, and progress for everyone on the project team to see. C. Ask the CEO and other members of the executive team to champion different stages of the project. D. Research what other similar organizations have done when aligning sales incentive plans.

B.

A company employing bus drivers receives passenger complaints of unethical and unsafe behaviors. For example, passengers report seeing bus drivers having personal conversations on the phone while driving, taking pictures of themselves while driving, and passing around alcoholic beverages to share with passengers. The CEO is worried about the public perception of the company. Many bus drivers have a low proficiency in English and speak another dominant language. In the past few months, there has been a sudden increase in bus drivers filing injury claims to seek workers' compensation. The HR manager investigates the injury claims and discovers that most cases do not qualify for workers' compensation. After investigating the injury claims, the HR manager suspects that there may be some cases of employee fraud. Which action should the HR manager take to foster an ethical work culture? A. Inform employees of passenger complaints of unethical work behaviors. B. Require all employees to complete ethics training and acknowledge an ethics policy. C. Advise supervisors to remind their employees to behave ethically at work. D. Create company value statements that incorporate integrity and honesty.

B.

A company employing bus drivers receives passenger complaints of unethical and unsafe behaviors. For example, passengers report seeing bus drivers having personal conversations on the phone while driving, taking pictures of themselves while driving, and passing around alcoholic beverages to share with passengers. The CEO is worried about the public perception of the company. Many bus drivers have a low proficiency in English and speak another dominant language. In the past few months, there has been a sudden increase in bus drivers filing injury claims to seek workers' compensation. The HR manager investigates the injury claims and discovers that most cases do not qualify for workers' compensation. How should the HR manager assist the CEO to improve the public perception of the company? A. Develop a campaign with a public relations specialist to craft a new image for the company. B. Establish a feedback channel for members of the public to report unsafe driving. C. Post on social media steps the company is taking to improve workplace behaviors. D. Recommend that the CEO participate in outreach activities to the public.

B.

A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with evaluating different systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists. The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement. Disagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration. As the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision. After resolving the concerns of the committee, the team arrives at the decision to implement the long-term solution with a focus on scalability. What should the team do to effectively gain support from the company as a whole? A. Train employees on the new system. B. Conduct a meeting of all employees to be impacted by the changes to resolve any expressed concerns. C. Conduct a company survey to see which departments will be the most challenging to gain support from. D. Send a company-wide e-mail announcing the changes and including a time line that shows when everyone can expect the changes.

B.

A company with many long-term employees is facing challenges due to upcoming retirements and the resulting knowledge gaps in a variety of departments. The company promotes from within, and the vice president of operations (VPO) is concerned that the internal information loss coupled with a lack of external influence will negatively affect the company. The VPO requests the HR manager to conduct an external job evaluation to assess the utility of several jobs across the organization. The HR manager finds that, compared to similar companies, the company lacks technical skills, participates in fewer professional development opportunities, and pays a higher salary to senior-level leaders. The HR manager recommends implementing a technical training program and proposes organizational restructuring. A supervisor requests support from HR to develop a knowledge transfer plan for a senior-level employee who is retiring in six months. What should the HR manager recommend? A. Ask if the retiring employee is amenable to returning to the company after retirement to train new employees. B. Make sure that this position is assessed in the planned job evaluation. C. Ask the retiring employee to designate a junior employee to mentor. D. Hold informal information-sharing meetings with the retiring employee and other interested coworkers.

B.

A food and beverage company has recently expanded to new markets and regions. In the past three months, the company has implemented sudden hiring and restructuring across all international offices. The CEO hires an external consultant to help with the organizational changes and provide informational and training sessions to employees. Many employees believe that the expansion is too rapid, feel uncertain about their future at the company, and are considering leaving the company. Newly hired employees often appear to be lacking work tasks. Employees in regional offices also encounter difficulty in communicating with the main office due to cultural differences. A few employees approach the HR manager with concerns about identifying their specific roles and feeling like their areas of responsibility are encroached on by coworkers. Which approach should the HR manager take to improve the sense of inclusion and diversity across regional offices? A. Ask leadership of each regional office to describe relevant cultural values and practices. B. Develop a diversity and inclusion strategic plan with company leadership. C. Suggest employee visits to various regional offices. D. Conduct company-wide training to increase cross-cultural awareness.

B.

A growing consumer electronics company that primarily operates at a regional level acquires a major global competitor, allowing the company to establish a global footprint and significantly increase market share. The acquisition deal is scheduled to close in four months and will double the company in size to 20,000 employees globally and increase revenues to $10 billion. The CEO and the executive leadership team are committed to achieving a strategic goal of being one of the top three consumer electronics companies in the world within three years; however, they also recognize that there are significant challenges that must be overcome. The chief human resources officer (CHRO) is asked to partner with the business line leaders on the talent integration agenda. The CHRO believes that it is essential to redefine and energize the organization's culture. A more global mindset will place culture as the forefront issue for the merged entities. Many business line leaders have expressed concern that very rapid growth has put the company at risk of losing its original culture. However, part of the acquired company's success was driven by its culture, and that culture should be considered for adoption. The CHRO is convinced that this is actually an opportunity for the company to create a new culture that would include components of both the legacy and acquired company cultures. But introducing a completely redefined culture is a risky proposition at a time when the company is already vulnerable due to the high rate of extensive change. Which is the first step the CHRO should take in order to develop a more global mindset in the organization? A. Evaluate employees' performance reviews on diversity and inclusion metrics. B. Survey the employees to gain understanding of current viewpoints and thoughts. C. Develop training on diversity and inclusion and deliver it to the full workforce. D. Shuffle the workforce by assigning employees to new roles and relocating them.

B.

A major provider of health-care services, under a new senior leadership team, is embarking on an organizational turnaround effort. The CEO asks the chief human resources officer (CHRO) to conduct an assessment of the compliance function to review the current state of organizational compliance and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO interviews all managers to identify critical gaps and conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain feedback for improvements. The CHRO shares with the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure and to standardize practices and polices related to regulatory compliance. After much discussion about whether the company should adopt a standardized approach or a localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. How should the CHRO begin the process of developing relationships with global stakeholders? A. Create a communication planning matrix to manage stakeholder expectations and minimize surprises. B. Conduct a stakeholder analysis to determine the relevant information needed by and the impact to each stakeholder. C. Focus on formal ways to engage with stakeholders to ensure that they get appropriate information. D. Communicate with internal stakeholders before external stakeholders in order to avoid employee engagement issues.

B.

A manufacturing organization with locations in several countries is in the process of acquiring a production plant in a new country. The employees at the newly acquired plant will all be retained and will be made aware of the acquisition once it is finalized. The organization's leadership team hires an HR consultant to assist with the HR functions during the acquisition. The HR consultant is working confidentially to ensure that the HR department of the production plant has a smooth transition through the acquisition and will be fully prepared to communicate information to the plant employees. Members of the leadership team are relying on the expertise of the HR consultant to ensure that the new plant's HR department complies with local laws and procedures, but they are struggling to fully trust the HR consultant. The leadership team is concerned about employees leaving when they learn of the acquisition. What should the HR consultant recommend the organization do to retain top talent? A. Introduce an employee loyalty program where employees with longer tenure receive more vacation time. B. Encourage frequent and open communication between leadership and the employees so the employees feel like part of the team. C. Identify the top-performing employees in the organization and offer to increase their compensation if they stay. D. Develop a recruitment plan that prepares the organization to hire new employees if current employees leave.

B.

A mid-sized government contractor is in the decline phase of its organizational life. The founder and CEO is a former military pilot who started the company ten years ago. The company grew quickly from five employees to 400. The primary business contracts have been for the aerospace and submarine industries. During times of conflict, the company's business contracts tripled in size to $1 billion. Now that conflicts have subsided, the government has announced a 30% reduction in the number of airplanes and submarines to be produced. Orders from other customers have also decreased. The company's economic outlook is poor. The CEO debates several strategic options for survival and decides that cutting costs throughout the company is the best option. Since wages and benefits are the largest budget items, the CEO solicits help from the vice president of HR. The VP is concerned and advises the CEO that simple, across-the-board cuts could severely and adversely impact the company. Many employees are afraid of losing their jobs. The most talented employees are already leaving the company to go to the competition. The VP suggests strategically assessing each business unit and then deciding to grow, maintain, or shut down each one. The CEO asks the VP to prepare a report on the strategic options of downsizing the company and to determine the impact each option would have on the employee population. In one of the options, the VP suggests downsizing the employee population to save money. Which method should be used for determining which employees stay and which employees leave? A. Require department heads to separate employees with poor performance records. B. Separate employees based on a needs analysis of the restructured company. C. Ask legal counsel to separate employees based on performance and seniority. D. Have HR research hire dates and separate employees based solely on seniority.

B.

A mid-sized government contractor is in the decline phase of its organizational life. The founder and CEO is a former military pilot who started the company ten years ago. The company grew quickly from five employees to 400. The primary business contracts have been for the aerospace and submarine industries. During times of conflict, the company's business contracts tripled in size to $1 billion. Now that conflicts have subsided, the government has announced a 30% reduction in the number of airplanes and submarines to be produced. Orders from other customers have also decreased. The company's economic outlook is poor. The CEO debates several strategic options for survival and decides that cutting costs throughout the company is the best option. Since wages and benefits are the largest budget items, the CEO solicits help from the vice president of HR. The VP is concerned and advises the CEO that simple, across-the-board cuts could severely and adversely impact the company. Many employees are afraid of losing their jobs. The most talented employees are already leaving the company to go to the competition. The VP suggests strategically assessing each business unit and then deciding to grow, maintain, or shut down each one. The CEO asks the VP to prepare a report on the strategic options of downsizing the company and to determine the impact each option would have on the employee population. The CEO and the VP plan to address the employee population regarding the status of the company. Which content strategy should be used for the communication? A. Keep the morale high, and focus the communication on a bright future at the company. B. Honestly set the direction of the company's economic future and its impact on human capital. C. Provide a message that is honest but contains little detail to avoid alarming the workforce. D. State that the CEO is soliciting bids to sell divisions of the company to the right buyer.

B.

A newly hired HR director has been assigned to lead a company's transition to a total rewards environment. The company CEO expresses full support for the HR director but expects results. The HR director has identified significant challenges to be overcome: Within HR, there is personal and professional conflict between the benefits manager and the compensation manager. Each believes that the former HR director favored the other in allocating resources. Senior leaders are dissatisfied with the benefits and the HR department as a whole. They believe that HR used employee survey data to make them and their departments look bad. They doubt that HR can successfully implement any change initiatives. The company's hourly workforce has not had a raise in the last three years, although virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals. What should the HR director do about the pay equity within the company? A. Wait until the next pay increase cycle and remind the department heads to provide merit increases to hourly staff as well as salaried staff. B. Conduct a pay equity study and compare internal and external data. Recommend any changes to the leadership team for approval. C. Based on the scores from past performance evaluations, retroactively give hourly employees up to a 5% increase. D. Give all hourly employees a 5% increase to make up for the years when they haven't had an increase.

B.

A nurse witnesses an argument between two physicians and reports this to the nurse's manager, who then passes the information along to HR. According to the report, the nurse saw the physicians having a loud, heated debate, during which one physician rammed the other with his shoulder. One of the concerns is that the two physicians share an office once a week, suggesting that such an event could reoccur. The nurse refuses to file the complaint in writing and is the sole witness. The HR director sends an HR representative to the location to meet with each physician separately. Each states that they consider the other to be a friend and that they frequently discuss current events loudly. Neither physician admits to any physical altercation ever taking place. The HR representative receives another formal complaint about the two physicians loudly debating controversial topics. The complaint cites that the noise is distracting and patients can hear the discussions. Which is the best course of action for the HR representative to take first? A. Recommend that the physicians' supervisor send a communication regarding appropriate behavior. B. Discuss the incident with the physicians' supervisor. C. Tell the physicians to discuss only work-related topics at work. D. Survey the patients to learn if there are other complaints of disturbances.

B.

A nurse witnesses an argument between two physicians and reports this to the nurse's manager, who then passes the information along to HR. According to the report, the nurse saw the physicians having a loud, heated debate, during which one physician rammed the other with his shoulder. One of the concerns is that the two physicians share an office once a week, suggesting that such an event could reoccur. The nurse refuses to file the complaint in writing and is the sole witness. The HR director sends an HR representative to the location to meet with each physician separately. Each states that they consider the other to be a friend and that they frequently discuss current events loudly. Neither physician admits to any physical altercation ever taking place. The physician wants to know why an investigation was launched without a written complaint. How should the HR representative respond? A. Direct the physician to the policy on investigations and instruct the physician to follow up with the HR director with any questions. B. Explain that since this was a workplace violence complaint, it should be investigated regardless of the source. C. Ask the HR director about the appropriate method to address similar complaints in the future. D. Recommend that the HR director send a company-wide email reminding employees of proper complaint procedures. Submit

B.

A small international cruise line recently hired a new HR director. The HR director will be responsible for supporting 500 crew members representing more than 50 nationalities. In one week, the ship sets sail with stops at ports of call in many different countries and jurisdictions around the world. When the HR director reports to station for the first day on the job, he receives a phone call from the captain, who asks about the plan to ensure that the diverse crew maintains a high-quality guest experience throughout the cruise season. Before he can answer, the captain requests a report within the next two weeks outlining how the HR director will add value to the bottom line through effective people management strategies. After the first cruise, the VP of corporate HR asks the HR director for an analysis of how effective the cruise line's global recruiting vendor was in terms of providing appropriate crew talent. How should the HR director approach this analysis? A. Survey the department supervisors to find out if they were happy with the crew quality during the cruise. B. Review customer satisfaction ratings to determine if guests gave the crew positive evaluations. C. Review crew personnel files to determine the number of disciplinary actions taken during the cruise. D. Analyze turnover rates of crew members supplied by this vendor for the past five years.

B.

A small international cruise line recently hired a new HR director. The HR director will be responsible for supporting 500 crew members representing more than 50 nationalities. In one week, the ship sets sail with stops at ports of call in many different countries and jurisdictions around the world. When the HR director reports to station for the first day on the job, he receives a phone call from the captain, who asks about the plan to ensure that the diverse crew maintains a high-quality guest experience throughout the cruise season. Before he can answer, the captain requests a report within the next two weeks outlining how the HR director will add value to the bottom line through effective people management strategies. Three days after the beginning of a cruise, a stomach virus breaks out, and 20% of the crew is unable to perform their duties. The cruise line doctor says symptoms will last between 36 and 48 hours. Which action should the HR director take first to ensure that guest satisfaction remains high? A. Meet with all staff to review quality standards and ask them to re-commit to customer service excellence. B. Ask the chief safety officer to hold an all-hands staff briefing on procedures for minimizing virus transmission. C. Research local entertainment options that could be brought aboard the ship to keep guests distracted. D. Scale back on some of the guest activities so that the remaining activities are adequately staffed.

B.

A small non-profit organization has just hired a new CEO. Over the past few years under the previous CEO, the organization has struggled to remain in business as revenues have dropped. Morale and engagement have also dropped significantly. Based on the HR manager's observations, this drop in morale and engagement was connected to the previous CEO's leadership practices as well as the declining revenues. However, the HR director believes the low engagement also contributed to the continued decline in revenues. The new CEO, who has heard that morale and engagement are low in the organization, wants to make a quick impact on the organization by finding ways to increase morale and engagement rapidly. The CEO believes that HR is core to organizational success and that the current employees are the most important resource. The CEO calls a meeting with the HR director for an evaluation of the current state of the staff. During the presentation, the HR director shares data about hiring and turnover rates, benefit usage, and compensation ratios. The new CEO feels that, for engagement to increase, employees must be united around a new, compelling strategy. The CEO has the basic idea of what the new strategy should be. How should the HR director advise the CEO to move forward? A. Explain that the statistics presented provide a well-rounded picture of overall staff health. B. Suggest that the CEO walk throughout the organization and informally chat with employees. C. Describe the HR director's perspective on the overall trends in employee attitudes and behaviors. D. Relate the provided statistics to specific organizational situations and their outcomes.

B.

A small nonprofit organization is hiring a new executive director. Each applicant for the position must go through two interviews, each conducted by a board member, and must pass background and reference checks. Then, the chairman of the board oversees a meeting where the board reviews all applicants and discusses them until a consensus is reached. After reviewing several applicants, the board of directors decides to make an external hire. The newly hired executive director immediately advises the organization that the current software systems are not secure and must be replaced. Furthermore, some employees will have to be terminated to cover these costs. The executive director instructs the HR manager to choose which employees to terminate. The HR manager schedules a meeting with the executive director to discuss these changes. However, the executive director does not show up to the meeting and stops coming to work altogether. The HR manager attempts to contact the executive director but is unsuccessful. After a week of the executive director not communicating or coming to work, the HR manager sends an official letter of termination to the executive director's home address. The board of directors decides not to change the organization's software systems or terminate any employees. The organization's employees are frustrated with these events, and the HR manager believes that they are starting to lose motivation. What should the HR manager do to motivate employees? A. Propose to board members that the company involve employees in future hiring decisions. B. Hold a town hall meeting to debrief employees about the events. C. Promise that this type of situation will not occur again. D. Provide office hours for employees to talk to the HR manager.

B.

A technology company with two divisions located on opposite sides of a large country decides to consolidate operations to a single location to reduce costs. As a result, more than 3,000 employees will need to relocate across the country to the other location. Senior management knows that it will be very expensive to provide corporate relocation assistance to all of the affected employees but also wants to offer an incentive bonus to motivate employees to make the move. Management is confident that the mass relocation effort can be completed within nine months and tasks the HR department with the effort. The CEO is targeting a 60% take rate, meaning that six in ten employees must accept the company's relocation offer. Those who decline the offer will receive two weeks of severance pay at the end of the nine-month transition period. The CHRO asks the HR director to lead the relocation effort. What action should the HR director take regarding the positions of the employees who decline to relocate? A. Persuade these employees with additional relocation benefits. B. Allow those who decline to relocate to work remotely. C. Contract with an employment agency to fill the positions. D. Fill the positions with temporary employees for the time being.

B.

After a recent employee engagement survey was distributed and the results were collected, the director of sales identified low employee engagement scores on the sales team. The director of sales believes that low engagement is contributing to poor productivity and high absenteeism. This has created additional work for the managers in the sales department. The director approaches the HR manager with a plan to form a group of sales managers to identify potential solutions. The group of sales managers will be responsible for implementing solutions and announcing these efforts to the sales team. The director wants the HR manager to monitor the success of the program. The group of sales managers suggests starting with the employee engagement solutions that are easiest to implement. How should the HR manager respond? A. Recommend comparing sales team engagement scores with engagement scores for other teams in the organization. B. Propose that the group of sales managers review the employee engagement results to determine the root cause of low engagement. C. Facilitate the implementation of the solutions proposed by the sales managers. D. Propose solutions that have improved employee engagement in similar organizations.

B.

After a recent employee engagement survey was distributed and the results were collected, the director of sales identified low employee engagement scores on the sales team. The director of sales believes that low engagement is contributing to poor productivity and high absenteeism. This has created additional work for the managers in the sales department. The director approaches the HR manager with a plan to form a group of sales managers to identify potential solutions. The group of sales managers will be responsible for implementing solutions and announcing these efforts to the sales team. The director wants the HR manager to monitor the success of the program. Which action should the HR manager take to measure the effectiveness of the implemented engagement solutions? A. Conduct the engagement survey again following the implementation of solutions to determine if engagement results have changed. B. Compare productivity and absenteeism metrics from before and after the solutions were implemented to see if productivity has increased. C. Conduct a focus group with sales managers to gather their impressions of changes in employee engagement. D. Examine absenteeism data to determine if employees are missing work less often since the initiatives have been implemented.

B.

An HR director is hired at an airline. On the first day, the HR director calls to get directions to the location and the receptionist answers the phone in an unprofessional manner. When the HR director arrives, everyone is in a panic because the last flight team had a "hard landing." No one is physically injured in the incident, but the airplane is beyond repair. When arriving at the landing site, the HR director overhears the crew saying something about the junior pilot's substance abuse problems. The pilot in charge tells the HR director to report the incident as a "hard landing" and not a crash and to report that the junior pilot is not at fault. The HR director looks at the junior pilot's employee file to discover three other recent similar events, all noting substance abuse as a possible cause. The HR director also learns that the junior pilot had a pre-existing relationship with the pilot in charge, outside of work. Protocol requires all pilots to submit to drug tests immediately following an incident. The junior pilot does not do so until the next day. How should the HR director respond to the account of the incident provided by the pilot in charge? A. Ask the pilot in charge about the previous incidents involving the junior pilot. B. Explain to the pilot in charge that the HR director will conduct an independent investigation. C. Tell the pilot that the truth is more important than protecting the crew members. D. Create a policy that prohibits pilots with pre-existing relationships from working on the same flight crew.

B.

An HR director is hired at an airline. On the first day, the HR director calls to get directions to the location and the receptionist answers the phone in an unprofessional manner. When the HR director arrives, everyone is in a panic because the last flight team had a "hard landing." No one is physically injured in the incident, but the airplane is beyond repair. When arriving at the landing site, the HR director overhears the crew saying something about the junior pilot's substance abuse problems. The pilot in charge tells the HR director to report the incident as a "hard landing" and not a crash and to report that the junior pilot is not at fault. The HR director looks at the junior pilot's employee file to discover three other recent similar events, all noting substance abuse as a possible cause. The HR director also learns that the junior pilot had a pre-existing relationship with the pilot in charge, outside of work. Protocol requires all pilots to submit to drug tests immediately following an incident. The junior pilot does not do so until the next day. What action should the HR director take regarding the receptionist's lack of professionalism? A. Tell the receptionist that the behavior was unacceptable and that it will be documented. B. Discuss the service experience with the receptionist's supervisor. C. Develop a training guide for the receptionist to use when answering the phone in the future. D. Discuss with the receptionist how the unprofessional behavior made the HR director feel.

B.

An HR director is outsourcing recruiting efforts to a staffing organization and is charged with implementing the staffing organization project/initiative. The original plan had been to eliminate in-house staffing personnel, but, at the hiring managers' request, the HR director has decided to maintain a small in-house team of corporate recruiters who will work with the staffing organization. This will provide continuity for the hiring managers in the organization. The HR director must facilitate the integration of the staffing organization team with full-time personnel from the organization. The staffing organization team will consist of recruiters, sourcing professionals, and administrative assistants led by a staffing organization manager. The staffing organization recruiters manage the intake of open positions from the hiring managers. The in-house corporate recruiters assess open positions for fulfillment. The corporate recruiters often bypass the staffing organization manager to give direction to the staffing organization recruiters and sourcing professionals. This practice does not follow the work flow that was created in the standard operating procedures, resulting in delays in the process. The staffing organization team becomes confused because they regularly receive directions from both the corporate recruiters and the staffing organization manager. The staffing organization manager is increasingly frustrated by the lack of transparency as to the status of open positions. There is disagreement between the corporate recruiters and the staffing organization team about who should manage the relationship with organizational hiring managers when position openings are submitted. This results in harmful competition between the corporate recruiters and the staffing organization team, ultimately resulting in an overall decline in productivity. Which step should the HR director advise the staffing organization manager to take to build credibility with the hiring managers? A. Suggest that the HR director call the hiring managers on behalf of the staffing organization manager. B. Develop a dashboard of recruiting metrics that can be used to provide routine updates for the hiring managers of the staffing organization team's results. C. Advise the hiring managers to submit all requisitions directly to the staffing organization team. D. Coordinate with the staffing organization recruiters to refer the hiring managers to the staffing organization team when requisitions are being submitted.

B.

An education research organization provides several types of services, including outreach to current and prospective students from various backgrounds. The outreach team consists of a supervisor and members with different job titles, qualifications, and duties. One employee on the team, the outreach coordinator, contacts the HR manager with a request for a pay raise, with the reason that the pay is lower than that of other coordinators in the same position. The HR manager examines the job specifications of the outreach team and notices that the higher-paid jobs require higher levels of education, more experience, and bilingualism. In fact, in the years since the coordinator has been employed at the organization, the job specifications have changed to include qualifications that the coordinator does not possess. How should the HR manager respond to the coordinator's request for a pay increase? A. Re-define the job so that there are multiple classifications within the role of the coordinator. B. Review the current job specifications with the coordinator and develop a plan for improvement. C. Explain to the coordinator that the position has evolved to include additional qualifications. D. Explain that the compensation team will be consulted about the market value of the role.

B.

The HR department has conducted a compensation review. In this review, it was found that there was a significant difference in compensation between male and female employees in the engineering department. Top management values diversity and inclusion and has repeatedly conveyed to the entire organization that employees will be paid equally for performing equal job tasks. They have even encouraged employees to report to HR when there have been suspected cases of discrimination in general. Company leadership has asked the HR director to investigate the gender pay gap in the engineering department and has offered to provide assistance wherever required. It is discovered that some employees have been concerned about unequal pay but were afraid to report to HR due to fear of retaliation from their managers. What should the HR director do to encourage employees to report concerns about unequal pay? A. Send an email to all employees encouraging them to report concerns directly to HR. B. Create a reporting mechanism on the intranet that allows employees to bypass their managers. C. Tell managers that the HR director would like to be included in discussions that involve sensitive employee matters. D. Hold a town hall meeting to give employees the opportunity to ask questions and receive answers about pay equity.

B.

The HR director receives a call from the vice president of operations (VPO) requesting immediate termination of the local HR manager. While they are talking, the HR director can hear that the VPO is in the company's cafeteria. The HR director requests that the VPO go to a less public area to call back. The VPO refuses, stating, "I don't care who hears this conversation; I want the HR manager fired today." The HR director insists that the VPO go to a more private location, and the VPO agrees and they finish their conversation, where the VPO describes the situation and reasons for requesting the termination. The HR director asks a few questions and quickly determines that the root cause appears to be a clash of personality and not a terminable offense. The HR director then receives a call from the HR manager, who explains to the HR director that the HR manager was discussing the termination of an employee with the VPO, and the VPO became angry and began yelling at the HR manager, insulting the HR manager and angrily leaving the office. The HR director must determine how to resolve the situation. The HR manager thinks leadership training is needed for senior leadership, as the HR manager has heard of numerous similar instances of senior leaders yelling at and verbally abusing subordinates. When proposing the training, how should the HR manager convince senior leadership that it is needed? A. Promise senior leadership that leadership training will result in increased profits. B. Present research that shows the importance of positive leadership practices. C. Share with senior leaders what the HR manager has heard about negative leadership practices. D. Conduct focus groups with random samples of employees and present the results to senior leadership.

B.

The IT department at a large university has historically hired temporary employees for its entry-level positions. These positions are often low-paying, which leads to high turnover and the loss of high-potential talent. Because of the IT department's large size, the in-house HR staff spends a fair amount of time and resources working on filling these positions. The HR staff believes that the IT department should consider hiring for permanent positions and offering more competitive salaries. However, leadership of the university has resisted this idea because of budgetary concerns and the belief that the IT department can always find a new graduate willing to work in a temporary position to obtain experience. The HR manager is finding that the HR staff cannot fulfill their other responsibilities because they are spending too much time focusing on the needs of the IT department. IT managers are concerned about the effects of turnover on morale. The managers ask the HR manager to lead a meeting with all IT department staff. Which action should the HR manager take for this meeting? A. Provide data that shows the turnover rate of the university's IT department compared to others in the industry. B. Explain to the IT department staff the efforts that the HR staff is making to reduce turnover in the IT department. C. Ask IT department staff to provide written complaints in advance to be discussed at the meeting. D. Develop an anonymous survey to be sent after the meeting to allow for the collection of additional feedback from the IT department staff.

B.

The IT department at a large university has historically hired temporary employees for its entry-level positions. These positions are often low-paying, which leads to high turnover and the loss of high-potential talent. Because of the IT department's large size, the in-house HR staff spends a fair amount of time and resources working on filling these positions. The HR staff believes that the IT department should consider hiring for permanent positions and offering more competitive salaries. However, leadership of the university has resisted this idea because of budgetary concerns and the belief that the IT department can always find a new graduate willing to work in a temporary position to obtain experience. The HR manager is finding that the HR staff cannot fulfill their other responsibilities because they are spending too much time focusing on the needs of the IT department. Which action should the HR manager take to convince leadership at the university to approve offering permanent positions with higher salaries for the IT department? A. Explain the amount of resources spent on filling temporary positions in the IT department relative to filling positions in other departments. B. Present a comparison of the cost of offering permanent positions with higher salaries to the cost of continuing to fill temporary positions at the current rate. C. Conduct a benchmarking study of what other similar organizations are doing related to hiring within the IT industry, and present the results to leadership. D. Research and compare the costs to use in-house HR staff to recruit for entry-level positions vs. outsourcing to a third-party vendor.

B.

The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO. The dismissed CEO was very likeable and outgoing. He engaged and interacted often with many front-line employees and supervisors when visiting global locations. Before his departure, he had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback. The interim CEO is quite the opposite of the previous CEO, very shy and introverted but brilliant and innovative in creating strategy. Though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO's leadership. How should the CHRO respond to the interim CEO's direction to suspend the employee engagement survey? A. Follow the interim CEO's direction without meeting or discussing the issue. B. Meet with the interim CEO to discuss concerns about employee engagement. C. Ignore the interim CEO's direction and continue with the survey as planned. D. Meet with the board of directors and raise the issue, asking for resolution.

B.

The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO. The dismissed CEO was very likeable and outgoing. He engaged and interacted often with many front-line employees and supervisors when visiting global locations. Before his departure, he had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback. The interim CEO is quite the opposite of the previous CEO, very shy and introverted but brilliant and innovative in creating strategy. Though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO's leadership. The CHRO has received numerous e-mails from employees about positive interactions with the interim CEO. How should the CHRO handle these e-mails? A. Forward the e-mails with a note to the interim CEO. B. Ask employees to e-mail the interim CEO directly. C. Disregard the feedback as irrelevant for an interim CEO. D. Send a compilation of feedback anonymously.

B.

Two employees from the same department attend an industry conference in a foreign country. One is the department head and the other is a junior consultant. At the conference, the employees engage in a consensual sexual relationship. Such relationships are forbidden in the organization's policies and are considered inappropriate according to societal norms in their home country. Upon returning from the conference, the junior consultant tells a coworker in the department about the relationship via text message. Several weeks later, the coworker reports the incident to HR, stating that the junior consultant frequently drinks too much alcohol and behaves unprofessionally at work events. The HR director initiates an investigation and discovers that the department head recommended the junior consultant for a promotion a week before the conference, even though the junior consultant has not met the tenure requirements for the position. The HR director also learns that the department head was hired to fill a critical skill gap and enhance the organization's reputation in the industry. The HR director is worried that implementing administrative action against the department head will reflect poorly on the organization, but failing to address the incident will negatively impact HR's reputation. Which action should the HR director take? A. Recommend to the leadership team that the department head be terminated for violating the organizational policy. B. Implement administrative action consistent with the organization's policies on employee relationships. C. Recommend to the leadership team that the department head be terminated for jeopardizing the organization's reputation. D. Establish an HR task force to recruit applicants to replace the department head.

B.

Hank puts in the following hours at work: Sunday 0; Monday 8; Tuesday 8; Wednesday 9; Thursday 8 Friday 8; Saturday 7. His boss says he will give Hank compensating time off for every hour of overtime Hank works. How many compensating hours off should Hank receive for this worktime? A. 1 day of compensating time off B. 1.5 days of compensating time off C. 7 hours of compensating time off D. Compensating time off is not permitted under the FLSA

B. 1.5 days of compensating time off

Delivered costs, unit costs, and inventory turnover are all examples of what type of supply chain metric? a. Value stream mapping b. Key performance indicators c. A balanced scorecard d. Finical reporting

B. A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. Organizations use KPIs at multiple levels to evaluatetheir success at reaching targets. High-level KPIs may focus on the overall performance of the business, while low-level KPIs may focus on processes in departments such as sales, marketing, HR, support and others. KPIs are used to determine the current performance of a process when compared to established benchmarks, generally in measurable or quantifiable or financial measures. Note that the question mentions "metric" which is a quantifiable measure that is used to track and assess the status of a specific process

After completing a balanced scorecard for the HR function, a leader proposes revising the performance management system to require evidence of completed certifications and/or training every year. What area of the balanced scorecard is the leader focusing on? A. Financial B. Learning and growth C. Customers D. Internal business processes

B. A balanced scorecard generally has four areas. An initiative that encourages talent development is focusing on learning and growth; it aims to increase pipeline talent.

Which best provides an overview tying HR department objectives and performance to an organization's strategic business goals? A. SWOT (strengths, weaknesses, opportunities, and threats) analysis B. Balanced scorecard C. Balance sheet D. Employer value proposition

B. A balanced scorecard provides the best overview because it describes contributions in clearly defined, measurable, and objective terms. A SWOT analysis does not analyze objectives and performance. Balance sheets measure financial performance at an organizational level, and employer value propositions do not address objectives, performance, or strategic business goals.

In developing a total rewards strategy for an organization, what should be the first step in the process? A. Present a business case to senior leadership. B. Develop a compensation philosophy. C. Create a pay scale matrix with job grades. D. Conduct a workforce needs assessment.

B. 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 multinational organization allows its labor relationship to be managed entirely by the local subsidiary. What type of strategy is this? A. Centralized B. Hands-off C. Laissez-faire D. Standardized

B. A hands-off approach is a locally responsive strategy. The industrial relationship is entirely locally managed.

Each fiscal quarter within a fiscal year is an example of which of the following? A. Benchmarking B. A milestone C. Calendar divides D. Bonus assessment period

B. A milestone

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. Reduced HR costs at an organizational level B. Stronger employer brand to leverage in recruiting C. Integrated processes across the organization D. Increased use of career development offerings

B. 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.

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

B. A social audit is a formal review of a company's endeavors, procedures, and code of conduct regarding social responsibility and the company's impact on society. A social audit is an assessment of how well the company is achieving its goals or benchmarks for social responsibility. It is a formal review of an organization's social and environmental policies and procedures, it 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."

HR has been asked to identify ways to improve recruitment and retention efforts through community engagement. Which of the following steps should HR take first? A. Change organizational policies and procedures. B. Conduct a social audit. C. Draft a new leave policy. D. Discuss different candidate selection strategies.

B. A social audit might help the employer identify ways in which it could improve its employer brand as a sustainable and socially responsible organization. Changing the type of employees being recruited would probably limit the talent pool available to the employer. Drafting new policies and procedures on candidate selection without an audit would be costly and risky. A new leave policy might appeal to some employees but may not be effective in reducing turnover or increasing retention.

A company announces that it intends to capture another 20% of market share by opening ten more stores within three years in key locations. What is being communicated? A. Mission statement B. Strategic objective C. Organizational vision D. External opportunity

B. A strategic objective outlines specific, time-based results that an organization seeks to achieve in pursuing its strategy.

Which approach should HR recommend in order to assist a dysfunctional team with productivity issues? A. Focusing on skills employees need to advance in their careers B. Enhancing communication skills and processes C. Determining which knowledge and skills employees will need in the future D. Restructuring the way decisions are made in the organization

B. A team intervention focuses on behaviors that are making a team or unit less productive. These behaviors may be related to interactions, individual behaviors, and processes. As HR focuses on interpersonal relationships, communication skills and processes are common team interventions.

The Union has submitted a written request to management for a designated time to hold a meeting as part of its campaign organizing activities. Which of the following actions is management most likely to take? a. Use the meeting as an opportunity to demonstrate good-faith bargaining b. Refuse to allow time for the meeting c. Schedule the meeting no later than two weeks prior to the election d. Contest the appropriateness of the meeting request with the NLRB

B. A union organizing campaign is essentially a drive or movement to form a union within an organization. At the stage of a union organizing campaign, management has no obligation to grant a union which is not the employee representative, a designated time to hold campaign meetings.

The global HR director at a multinational manufacturing company receives a complaint from an employee working in an overseas operations center. The complaint alleges that the employee was unfairly denied a promotion for an open team lead position and was treated inappropriately by the on-site HR manager. According to the complaint, the employee reported the promotion issue to the on-site HR manager, who responded by inviting the employee to meet over lunch. Instead of resolving the issue, the HR manager forced the employee to pay for their lunch bill and to buy the manager a new pair of expensive shoes. A few days later, the employee's supervisor placed the employee on a performance improvement plan based solely on the HR manager's recommendation. After reviewing the complaint, the HR director reviews the employee's personnel file but does not find any record of performance issues in the past. In addition, there are no prior reports from other employees in the operations center indicating that the on-site HR manager has a history of inappropriate behavior. What should the HR director do to reinforce the company's commitment to ethical conduct and values? A. Schedule a coaching session with the on-site HR manager to discuss universally applicable ethical principles. B. Advise the operations center's senior HR leader to conduct an investigation of the employee's complaint. C. Notify the on-site HR manager that all company employees are expected to adhere to the company's ethical standards. D. Ask the senior leaders of the operations center to issue a memo to all staff that conveys strong support for ethical behavior.

B. Advise the operations center's senior HR leader to conduct an investigation of the employee's complaint.

According to the Fair Labor Standards Act, when must overtime be paid to a nonexempt employee? A. When the employee works 5 hours/day on Monday through Friday and 10 hours on Saturday B. When the employee works 43 hours in a week even though the individual is salaried C. When the employee works 5.5 hours/day for 7 straight days D. When the employee works a total of 12 hours in less than a 24-hour period

B. All nonexempt workers must be paid overtime pay: 1.5 times their regular rate of pay for hours worked in excess of 40 hours in any workweek. The regular rate of pay includes basic pay plus nondiscretionary bonuses, shift premiums, production bonuses, and commissions. It does not include other supplemental earnings such as discretionary bonuses, employer contributions to benefit plans, pay for unworked hours, or small noncash gifts on special occasions (generally valued under $25, such as a holiday turkey).

An organization conducts a confidential survey of employees to assess workplace satisfaction. After analyzing the responses management immediately requires mandatory retraining of all supervisors. What important step has the organization omitted? A. Prejudging results B. Sharing feedback with stakeholders C. Ensuring ease of response D. Responding to feedback

B. Although it is laudable that the organization has acted on the survey results, the organization should have reported key results from the survey to employees. Given the high response rate, the survey must have been designed to facilitate response. Since the survey focus was general, there is no indication that management had predetermined the need for supervisory training.

Which of the following is an example of an accrued expense? A. Supplies ordered B. Commissions owed but not yet aid C. Payroll D. A bill form a vendor

B. An accrued expense is one that has been incurred and on the books but it is expected to be paid on a future date. Items such as supplies, vendor invoices, and payroll are all typically entered into the books once the expense has occurred at it is being processed for payment

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 leader is new to the organization and its problems and needs to establish trust D. When the team shows signs of resisting the change the leader is trying to introduce

B. 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 objective does which of the following? A. Provides preplanning and planning activities to accomplish organizational needs B. Provides a specific description of practical steps used to achieve business goals C. Describes the direction the business will take and what it will achieve at the corporate and business unit levels D. Uses the strengths and opportunities of a business to it competitive advantage

B. An objective is a specific and measurable deliverable derived from the broader strategic goal. Objectives are usually identified at the functional level (also called departmental level) of the organization. Goals may have multiple objectives, and a business strategy may have multiple goals

An organization is looking to fill an IT position that requires the person fulfilling the role to focus on continuing education. Which type of substantive assessment may help the organization determine if a candidate is able to learn and acquire new skills as required? A. Personality tests B. Aptitude tests C. Cognitive ability tests D. Psychomotor tests

B. Aptitude tests measure the general ability or capacity of an individual to learn or acquire a new skill. This would give the organization the best idea of whether or not the individual would be able to continue to learn new technology as it evolves.

Which HR action would align with the International Labour Organization's strategic objectives and core labor standards? A. Requiring employees to have prior authorization for organization efforts B. Articulating a talent development strategy that encourages employee growth C. Offering special health benefits for female employees who reenter the workforce D. Paying children under 18 above the local prevailing wage for hazardous work

B. Articulating a talent development strategy that encourages employee growth, reflects the ILO strategic objective to strengthen dialogue on work-related issues. Offering special health benefits for female employees, would not promote equality of opportunity. Paying school-aged children for hazardous work, even above the standard wage, is incorrect because children under 18 are not to be hired for hazardous work. Requiring prior authorization for labor organizing is incorrect because employers cannot interfere with such organization efforts.

Which is the most effective way for HR Management to influence an organization's value chain? A. Setting budget requirements for growing the chain's primary activities. B. Creating universal training and development standards across the organization. C. Suggesting how to market new products and services to external customers. D. Outsourcing support activities and functions with the highest overhead.

B. As a support activity, HR Management can help consolidate training and development initiatives across the organization which promotes efficiency and consistency throughout a value chain. HR should not be influencing marketing strategies or determining budget requirements for primary activities. Outsourcing supporting activities with high overhead is not feasible and does little to influence the value chain by way of coherent human capital planning.

Assuming that an organization's diversity and inclusion strategic initiative proves successful, which might prompt a major revision of tactics and strategy? A. Anniversary of the initiative's launch B. Initiative's own success C. Closing of a subsidiary D. Imminent shareholders' meeting

B. As with any core strategy, both tactics and overall strategic goals must be continually reexamined and adjusted. In particular, as a global organization expands into new territories, new diversity opportunities will inevitably arise. The initiative's own success will change the kinds of strategies for future initiatives. The focus on diversity strategies will shift over time.

Two years ago, a growing 250-person IT company was acquired by a global 10,000-person consulting firm. Prior to being acquired, the IT company had a strong, clearly identified culture that the employees were very invested in. The company consistently won "Best Place to Work" awards, and employee turnover was very low. In the first two years after the acquisition, the IT company continued operating fairly autonomously and kept its identity, with the company's founder serving as its president. However, recently the consulting firm has begun integrating the IT company into its operating functions, which has included major policy changes, financial controls, and staffing reductions for the IT company. This has created a very adversarial relationship between the two groups. Employee morale at the IT company has plummeted, and turnover has increased significantly. Furthermore, employees from the IT company feel that the information sharing from the consulting firm is very poor. The consulting firm's executive management is becoming frustrated with the staff from the IT company and views them as complainers. The executive team in the consulting firm asks its chief human resources officer (CHRO) to address these issues. Specifically, the CHRO has been asked to find ways to improve employee morale, sharply reduce turnover, and integrate the IT company staff into the larger company. What action should the CHRO take to help with integrating the IT company employees into the consulting firm? A. Update the building signage to reflect the firm and hold a grand re-opening party with all staff. B. Ask executives from the consulting firm to hold listening sessions with the staff from the IT company. C. Meet with senior leaders in the IT company to actively encourage its employees to embrace the recent changes. D. Conduct a branding session with all staff to inform them about the firm and its goals.

B. Ask executives from the consulting firm to hold listening sessions with the staff from the IT company.

The chief human resources officer (CHRO) at a publicly traded company is well-liked and respected. Direct reports consistently report satisfaction with the CHRO's leadership and voluntary investment in their professional development. A favorite activity among the direct reports is the long-standing monthly coaching sessions with the CHRO at an off-site coffee shop. The CHRO pays for coffee and food during the coaching sessions and also purchases extra food items and coffee to bring back to the HR office. These meetings are conversational only and are linked to career planning and succession management. A new HR director joined the HR team 45 days ago to train as the CHRO's successor. During their first one-on-one coaching session, the HR director finds it easy to confide in the CHRO and quickly establishes trust. The HR director is impressed by the CHRO's insistence on paying for their coffee and food items. The HR director later discovers that the CHRO expenses the cost of food and drink to HR's cost center while receiving customer incentive rewards from the store that can be used to obtain free coffee. Having just completed the company's code of conduct and ethics training, the HR director believes that this practice represents a conflict of interest. What should the HR director do to ensure that the company's code of conduct policy is adhered to consistently by all company employees? A. Convene focus groups with a random sample of employees to review and discuss the company's code of conduct policy. B. Ask the CHRO to openly discuss the practice of earning incentive rewards on purchases covered by company expenses. C. Confidentially discuss the practice of earning incentive rewards on company purchases with individual HR staff members. D. Conduct unscheduled audits throughout the company to identify employees who have violated the rules for expense reporting.

B. Ask the CHRO to openly discuss the practice of earning incentive rewards on purchases covered by company expenses.

An HR director for a government organization is tasked with developing the recruitment and selection process for hiring a new CEO for the organization. The HR director develops a comprehensive process, including identifying recruitment strategies to obtain a large candidate pool, developing a competency-based assessment, designing the interview process, and conducting reference and background checks for the position. Two candidates are identified through the process and recommended to the board of directors for consideration. The board refuses to hire either candidate because of the candidates' political affiliation. The HR director is asked by the board to continue the search for a CEO. Although this is legal in the organization's country, the HR director feels uncomfortable with the board's request. How should the HR director respond to the board's request to continue the search for a new CEO? A. Ask board members to explain why they believe the political affiliation of the candidates is important. B. Ask the board to provide specific reasons explaining why the two candidates are not suitable. C. Recruit candidates from sources that have a large percentage of persons with the board's preferred political affiliation. D. Revise the interview process to include questions that ask about candidates' political affiliation before continuing the search.

B. Ask the board to provide specific reasons explaining why the two candidates are not suitable.

Which type of organization would benefit most from broadbanding? A. Small organizations with a minimal number of job positions B. Large organizations that want to consolidate multiple layers of management C. Organizations that want to maintain tighter control over salary growth D. Organizations with specialist jobs that are rare in the market

B. Broadbanding combines two or more salary grades to create larger ranges and gives people wide latitude to move within their jobs without outgrowing the pay scale. Broadbanding is most effective for large organizations that want to flatten their organizational structure and remove some of the levels of management. It is not appropriate for controlling salary costs, as the salary ranges may become too broad and salary costs could escalate. Companies with relatively few positions are better off with a more traditional pay structure.

Revenue per employee, units produced per employee, and turnover rate are all examples of which of the following HR metrics? A. Balanced scorecard B. Business impact C. Key performance indicators (KPI) D. Cost-benefit analysis

B. Business impact measures are those that are based on hoe the business was impacted or changed as a result of specific HR efforts. Training initiatives may result in increased revenue or output. Proper hiring may lead to reduced turnover. HR must attempt to quantify the impact of their efforts, particular because it is not necessarily a revenue-generating department

The HR department at the Reality company has asked a HR professional to evaluate the compensation and benefits program in order to identify variable pay options. However, some of the leadership is resisting because of the increased bureaucracy and lack of agility. The Reality company is most likely at what stage in the organizational life cycle? A. Decline B. Maturity C. Growth D. Startup

B. Companies in the maturity phase of the organizational life cycle are hindered by highly developed policies, procedures and rules when trying to enhance programs or respond to change. Companies in decline are also characterized by bureaucracy but are most likely eliminating programs rather than creating them. Companies in the growth stage are in the process of developing more structure to manage rapid growth factors, and startups are not usually in a financial position to offer enhanced compensation or benefits.

The global HR director at a multinational manufacturing company receives a complaint from an employee working in an overseas operations center. The complaint alleges that the employee was unfairly denied a promotion for an open team lead position and was treated inappropriately by the on-site HR manager. According to the complaint, the employee reported the promotion issue to the on-site HR manager, who responded by inviting the employee to meet over lunch. Instead of resolving the issue, the HR manager forced the employee to pay for their lunch bill and to buy the manager a new pair of expensive shoes. A few days later, the employee's supervisor placed the employee on a performance improvement plan based solely on the HR manager's recommendation. After reviewing the complaint, the HR director reviews the employee's personnel file but does not find any record of performance issues in the past. In addition, there are no prior reports from other employees in the operations center indicating that the on-site HR manager has a history of inappropriate behavior. The global HR director initiates an investigation of the employee's complaint. Which approach should the global HR director take to share sensitive information about the investigation with senior leaders at the operations center? A. Save all investigation documents electronically in a cloud-based folder and grant access rights to the operations center's senior leaders. B. Conduct a web-assisted group meeting with the operations center's senior executive team at the beginning and end of the investigation. C. E-mail the operations center's senior leaders a bulleted list of important issues and decisions as they arise throughout the investigation. D. E-mail a summary of decisions and actions taken to the operations center's senior executive team once the investigation is complete.

B. Conduct a web-assisted group meeting with the operations center's senior executive team at the beginning and end of the investigation.

Which type of third-party contract relationship is best for an organization that is hesitant to relinquish managerial control? A. Outsourcing B. Cosourcing C. Consulting D. Subcontracting

B. Cosourcing can be more expensive than outsourcing, but there is more managerial control over the contractor. Outsourcing can provide cost savings for an organization, but there is a loss of managerial control. Subcontracting involves self-employed individuals hired on a contract basis for specialized services in which the organization does not have any control over their work. Consulting can be done by an individual or firm on a contractual basis to provide services or advice to the organization; therefore, no managerial control is gained in this arrangement.

Which of the following is the most critical pitfall that must be avoided when collecting workforce data? a. The depersonalization of human capital b. The collection of data without insight c. The implementation and maintenance costs d. The threat of manipulating the data being collected

B. Data collected without any interpretation or insight will limit the value of the process. Data that is collected with insight and interpreted accordingly will aid in decision-making and help HR craft employee services that are meaningful and tied directly to employee needs and wants. HR analytics is a data-driven method of improving decisions that impact HR functions. Note that the question states "collecting data" not analyzing data

When implementing a new employee initiative, what should HR focus on first? A. Measuring strategic results of the initiative B. Developing a communication plan C. Designing required training D. Finding a small group of employee champions

B. Developing a communication plan is correct because it allows HR to decrease employee resistance by explaining the need for the change with-long-term benefits, as well as creating opportunities for employee feedback. Measured results will be positive with an effective communication plan.

An HR director for a government organization is tasked with developing the recruitment and selection process for hiring a new CEO for the organization. The HR director develops a comprehensive process, including identifying recruitment strategies to obtain a large candidate pool, developing a competency-based assessment, designing the interview process, and conducting reference and background checks for the position. Two candidates are identified through the process and recommended to the board of directors for consideration. The board refuses to hire either candidate because of the candidates' political affiliation. The HR director is asked by the board to continue the search for a CEO. Although this is legal in the organization's country, the HR director feels uncomfortable with the board's request. The board finally agrees on a candidate for the CEO position. The candidate asks for a higher salary than what was offered. The board says it is unwilling to approve the requested salary because it is much higher than the previous CEO's salary. What action should the HR specialist take? A. Remind the board that the search for the new CEO has involved a large amount of the organization's time and resources. B. Discuss with the candidate the other benefits offered by the organization that contribute to the total compensation package. C. Meet with the board members to identify the concessions they are willing to make related to salary and benefits for the position. D. Suggest that the board compare the candidate's qualifications to the previous CEO's qualifications.

B. Discuss with the candidate the other benefits offered by the organization that contribute to the total compensation package.

Following the termination of an employee for making physical threats, which next step should an HR manager take in the evaluation phase of the risk management process? A. Inform the team that the employee has been fired for cause. B. Discuss the termination process with the affected team. C. Create a policy to mitigate future insider threats. D. Contact the local police to inform them of the incident.

B. Discussing the team's perspective on how well the prescribed termination process worked, helps measure the effectiveness of the risk control for workplace violence. The other three answer choices are not included in the evaluation phase of the risk management process.

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 use of outside facilitators and trainers D. Increased attentiveness to backlash from employees

B. Diversity and inclusion initiatives will falter unless they are aligned with business strategy.

In early Merger & Acquisition (M&A) discussions, which of the following should be the top priority of the HR executive? a. Identifying the compensation disparities between the two organizations b. Focusing on the factors that influence employee retention c. Managing the legal issues related to due diligence d. Addressing employee concerns

B. Early discussions of M&A require that HR focus on the people issues, specifically factors that may affect the retention of key talent. This is accomplished through observation of the management team as well as the analysis of conditions and data (such as compensation agreements with payout or "golden" clauses) that are of consequence if employees choose to leave

Which best describes the primary action HR should take if the organization adopts a strategy of preventing industrial actions? A. Refusing to provide information material to negotiations B. Educating managers on what is an unfair labor practice C. Favoring employees who are members of a union D. Hiring replacement employees for a contingent workforce

B. Educating managers on what is an unfair labor practice will help avoid such practices. Hiring replacement employees for a contingent workforce is done only after the industrial action takes place and only if it is legal. Refusing to provide information needed for contract negotiations and discriminating against employees based on union membership or non-membership are considered unfair labor practices and may lead to industrial actions.

Due to changing customer needs, a company plans to cut 60% of its capacity and invest heavily in leading-edge technology. This will mean a major realignment of procedures, which will affect over 75% of employees. How can management ensure acceptance of these changes? A. Require that all managers agree with the company's value system. B. Involve employees in creating the solutions needed. C. Ensure that the organization's core values and behaviors remain stable. D. Provide the company's mission statement to all employees.

B. Effective change recognizes that people are more likely to accept what they have participated in creating. The other answers impose solutions and are not participative.

Which is the best way to create a supportive knowledge management culture? A. Develop strong partnerships with outside industry sources to gather information. B. Implement systems that encourage information sharing at all levels throughout the organization. C. Provide formal training and development opportunities for managers. D. Discourage informal knowledge management networks, which are an obstacle to documentation.

B. Effective knowledge management programs may be formal or informal, but they all focus on information sharing across the organization and at all levels of the hierarchy. Employees must be trained in the culture and processes of knowledge management. The focus in identifying knowledge sources and needs should be internal.

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) It may inspire flexibility or liberties in other aspects of work besides start times and end times. B) It may provide grounds for a legal finding of unjust dismissal by people who are fired for tardiness. C) It may put pressure on other managers to offer flexibility on certain rules based on performance. D) While there is potential risk to employee morale, it is outweighed by this employee's superior performance.

B. 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.

New legislation has been passed that requires all oil and gas companies to bank the royalty monies that would normally be paid directly to royalty beneficiaries. The law stipulates that the money cannot for any reason be paid to the beneficiaries directly. The law applies to all royalties earned for drilling. The law requires that the funds be deposited in an interest-bearing account. There currently is no product available to support this requirement. At the executive team meeting, this is discussed, and the VP of administration is tasked with creating a product to comply with the law. As there are many stakeholders, a team approach will work best. The VP of HR is invited to participate, since she has been a member of this team for the last three years and knows the current players and businesses. The company has most of the major oil companies as clients and is already aware that this product could result in sizable deposits. However, there is no history to project with any certainty how long the deposits will remain in the company or how much activity the account would experience. The VP of HR knows that without buy-in and support from all stakeholders, this project will struggle. What should she do to engage the stakeholders? A. Send a note to all the stakeholders and let them know that she is willing to meet with them if they have any questions. B. Formally present to the key decision maker, proposing objectives and a time line. C. Forward an e-mail to the business heads asking for next steps. D. Involve other business leaders in developing the appropriate next steps

B. Formally present to the key decision maker, proposing objectives and a time line.

Which HR structure is being used by a soft drink company that has bottling plants in Europe, Asia, and North America where HR controls its issues within each area but policy and strategy decisions are made at headquarters? A. Dedicated B. Decentralized C. Localized D. Functional

B. In a decentralized HR structure, each part of the organization controls its own issues under headquarters-created policy and strategy. The functional structure allows for some customization and adaptation of policy; the dedicated structure provides each location with its own strategy and policy. The localized organization is not an HR structural alternative.

Why should an organization consider a high-performance culture and strategically invest in practices to keep high performers motivated and focused? A. Succession planning and career development activities are made easier in this type of culture. B. Turnover can negatively impact organizational productivity, innovation, and relationships. C. It becomes problematic to find successors in critical roles and positions if an employee exits. D. High performers have different needs and expectations than the mainstream workforce.

B. In a high-performing culture, talent is championed from the bottom up. High turnover of top talent would lead to losses in innovation, performance, communication, relationships, etc.

An HR manager decides to test the theory that a decline in the training of account managers is directly related to a decline in sales revenues. What technique will be most valuable in helping the HR manager visualize the correlation between training and revenues? A. Control chart B. Scatter diagram C. Check sheet D. Cause-and-effect diagram

B. In a scatter diagram, the relationship between two variables (in this case, training and sales revenues) is analyzed. The control chart simply identifies how a process changes over time. The check sheet is a form used to collect data in real time. A cause-and-effect or fishbone diagram categorizes the potential causes of a problem in order to identify its root causes.

A talent acquisition manager is negotiating a compensation package with a potential candidate for a difficult-to-fill senior-level position. Which is the best strategy the manager should consider in order to make the offer more attractive? A. Increasing the flexible spending account B. Offering additional vacation time C. Offering on-site child care D. Providing additional parental leave

B. In most countries, vacation is provided equally to all employees, regardless of job status or seniority. Vacation time beyond these requirements or expectations can therefore be used to attract scarce talent or reward senior managers. Benefits such as flexible spending accounts and parental leave are usually regulated by government agencies and would be hard to tailor to this situation. On-site child care might appeal to a candidate of this type, but additional vacation is likely to appeal to all candidates.

What is the key concept in principled negotiation? A. All parties pledge to behave ethically B. The best solution provides mutual gains C. Both parties commit to winning D. Parties agree to concession to preserve relationships

B. In principled negotiation, negotiators aim for mutual beneficial outcomes rather than digging into a particular position

How is the Delphi technique used to perform a judgmental forecast? A. Each preselected group member makes an independent forecast, and then the group meets to come to agreement. B. The preselected group does not meet, and each person makes and submits an independent forecast. C. Preselected individuals meet and come to consensus through a controlled discussion process. D. The preselected group meets one time for discussion; then each member makes an independent forecast.

B. In the Delphi technique, members of the group create independent work and submit it to the leader anonymously. They do not meet in person, and submissions are not discussed with participants. All the other choices call for meeting in person.

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

B. 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.

A member of the senior leadership team comes to HR stating that a manager on the senior leader's team needs to be demoted. The senior leader says that the manager has struggled in the role for several years and the company can no longer afford to have the manager in a leadership position. Understanding that this is an issue that should be addressed, the HR manager reviews the struggling manager's past performance appraisals. Despite what the senior leader says, the struggling manager has no documentation in his file to suggest that he is not performing to standards. In fact, all of the manager's reviews fall into "meets or exceeds expectations." Citing these reviews, the HR manager informs the senior leader that the appropriate first step is for the senior leader to develop a performance improvement plan (PIP) for the employee. The senior leader considers not offering a PIP to the manager and going ahead with the demotion. How should HR approach this consideration? A. Advise the senior leader that a demotion without progressive disciplinary action will set a bad example to other managers. B. Inform the senior leader that the demotion without supporting evidence and documentation would open the company up to legal consequences. C. Require the senior leader to provide written documentation that supports the demotion. D. Explain to the senior leader the benefits of a PIP in effectively addressing performance concerns.

B. Inform the senior leader that the demotion without supporting evidence and documentation would open the company up to legal consequences.

Under the Occupational Safety and Health Act, what right can employers exercise? A. Suing OSHA if they disagree with a citation and a proposed penalty B. Refusing the commencement of an OSHA inspection unless a search warrant is produced C. Disregarding OSHA standards if company standards exist prior to the standards' creation. D. Applying for a temporary variance if meeting an OSHA standard would increase costs

B. Inspections are normally done without advance notice. An employer must submit to an inspection if there is a search warrant. In the absence of a warrant, an employer has the right to request one before an inspection begins.

What is the impact of internal pay equity on an organization? A. It guarantees elimination of gender bias across all divisions. B. It allows organizations to fairly compensate unique jobs. C. It lowers the amount the organization spends on salaries. D. It ensures that all employees have the same benefits.

B. Internal equity means that unique jobs are fairly compensated, as performance or job differences result in corresponding differences in pay rates.

Which key security concern should an organization consider for storing sensitive personnel records in a cloud-based platform? A. Threat of natural or man-made disaster disrupting service B. Frequency and performance of security updates C. Ability for key personnel to access the system at any time D. Power system integrity in the software server location

B. It is important to consider how a cloud system maintains their security practices given the frequency with which new threats emerge. Understanding how they patch and update security and how they update software is crucial to determining if the cloud can be trusted to host key legal documentation. Power system integrity, the likelihood of natural disasters, and file accessibility could all be key concerns for an organization but do not represent security concerns that are within the control of the software provider.

Which model is being used by an HR director who analyzes reports from the past and the present to determine future staffing needs? A. Simple linear regression B. Judgmental forecasts C. Multiple linear regression D. Turnover analysis

B. Judgmental forecasts work two ways: from the top down or the bottom up. The success of this method is entirely dependent upon the quality of the information used in making the estimates.

What is true regarding global leadership development? A. All countries share at least one leadership learning source: mistakes. B. Leadership theories developed in one culture cannot be applied indiscriminately to other cultures. C. A strong organizational culture of leadership development is required to be successful at developing leaders. D. The 70-20-10 model has universal applicability and utility.

B. Leadership theories are not universally applicable and cannot be indiscriminately applied from one nation or culture to another.

Why would HR direct an organization to be involved in philanthropy efforts at the local level? A. Risk to the organization is reduced by participating in lesser-known causes. B. Local government officials may be influenced by organizational efforts. C. The appearance the organization is taking advantage of the cause is reduced. D. Favorite programs are less likely to be selected.

B. Local governments may be influenced by the organization's efforts as they see what the company is doing to help local groups.

To recruit talent for a new venture in a small developing country, organizational executives suggest that HR use market pricing instead of job-content-based evaluation. Which is a potential disadvantage in this compensation strategy? A. Market pay fluctuations will create significant tax implications. B. Internal positions may not match market data. C. More assignees will need to be localized faster. D. Assignees will want larger allowances in the new location.

B. Market pricing is a process that companies use to determine the market rates for a particular position. Substituting market pricing for job valuation can be problematic in this situation. For example, some positions will not be matched with market data and some of the market rates found will not match up well with expected internal relationships.

Why should an organization measure the retention rates of high-potential employees? A) So action can be taken to compensate high performers B) So strategies can be pursued to keep targeted future leaders C) To increase transparency about succession plans D) So a need for more communication from leadership may be highlighted

B. Measurement and evaluation of a talent management program supports the organization's efforts to maintain a high-performance workforce. High-potential employees are the future leaders in the organization. When we understand the level of turnover and reasons for losing high-potential employees, we can pursue strategies (i.e. developmental activities, career progression paths) to retain our high-potential employees

A member of the senior leadership team comes to HR stating that a manager on the senior leader's team needs to be demoted. The senior leader says that the manager has struggled in the role for several years and the company can no longer afford to have the manager in a leadership position. Understanding that this is an issue that should be addressed, the HR manager reviews the struggling manager's past performance appraisals. Despite what the senior leader says, the struggling manager has no documentation in his file to suggest that he is not performing to standards. In fact, all of the manager's reviews fall into "meets or exceeds expectations." Citing these reviews, the HR manager informs the senior leader that the appropriate first step is for the senior leader to develop a performance improvement plan (PIP) for the employee. HR is concerned that the senior leader is not able to objectively define the manager's performance metrics. How should HR ensure that the PIP written by the senior leader is not biased against the manager? A. Provide the senior leader with examples of approved PIPs. B. Meet with the senior leader to create a PIP that is clear, concise, and measurable. C. Advise the senior leader to reference the job description when creating the PIP. D. Allow another senior leader to create the PIP, completely removing the possibility of bias.

B. Meet with the senior leader to create a PIP that is clear, concise, and measurable.

In a merger that is motivated by financial pressures, the HR department must; A. reduce voluntary employee turnover. B. eliminate employees with overlapping responsibilities C. shift a larger proportion of the workforce from regular employment to contingent employment D. cap raises and minimizes benefits expenditures

B. Mergers and acquisitions tend to result in job losses for employees in redundant areas in the combined company. As the merger is motivated by financial pressures, layoffs are a most probable resut.

Which statement regarding the Employee Retirement Income Security Act (ERISA) is true? A. Federal, state, and local governmental agencies are subject to ERISA guidelines. B. Most private sector retirement plans are subject to ERISA guidelines. C. ERISA requires employers to establish retirement plans. D. Unemployment compensation benefits are subject to ERISA protections.

B. Most private-sector retirement plans are subject to ERISA guidelines. ERISA exempts only governmental employers (federal, state, and local governments) and churches.

An HR department has had an unusual degree of turnover in its leadership in the past three years. What challenge is the function most likely to encounter in fulfilling strategic plans? A. Loss of core competencies in the function B. Inconsistent decision making C. Increased resistance to change D. Frequent lapses in the staff's ethical behavior

B. Of the possible answers, inconsistent decision making is the most likely, since each new leader may interpret priorities differently. The change in leadership may deter the improvement of core competencies but should not cause staff to become less competent. The HR team will not be able to use trust in their leader to help overcome resistance, but the level of resistance depends on many other factors. The staff's ethical behavior has also been shaped by many factors other than leadership, many of those factors personal. There is no reason to expect a sudden shift in this behavior across the entire staff.

The Tractor and Belt Company (TBC) handles conveyor belt installations for many small firms. Each of the customer projects begins on a day that is most convenient for the customer. Sometimes, that's Monday; sometimes it's Thursday or some other day. The HR manager says that the company will adjust its workweek to begin when the customer's project starts. That way, each installation team has a separate workweek, and those workweeks can shift several times a month, What is your advice about this strategy? A. The HR manager is taking advantage of the FLSA's provisions for flexible workweeks that support small businesses. No change is required. B. Once the work week has been designated to begin on a certain day of the week, it should not be changed by the HR manger. C. It depends on state laws and regulations whether the workweek begins on any specific day of the week. D. The FLSA says a workweek should always begin on Sunday.

B. Once the work week has been designated to begin on a certain day of the week, it should not be changed by the HR manger.

A company has invested in a comprehensive new enterprise resource planning (ERP) system that will make data from many parts of the organization readily available to HR. Which of the following is most likely to improve the usefulness of all this information? A. Provide the HR team with full access to review and change the ERP data. B. Ensure that the data in the ERP is current and reliable. C. Reduce the types of formats in which data may be stored. D. Implement strong data protection and privacy policies to protect personal data.

B. One obstacle to data analysis is the age of data in the system, and how often it is refreshed or updated. The HR team should be aware of this factor when using the data. Data transfer and storage can now accommodate many content formats (e.g., text, image, motion, sound). Access to data is normally not a problem with clear job-based necessity and strong data integrity procedures so HR can explain its needs and obtain access at the appropriate levels. Data privacy practices are an issue with all data storage and exchange systems and not unique to HR.

Which candidate for a Regional HR Director position shows the most potential for having a global mindset? A. A manager who has experience working for a different international organization. B. A manager who interacts well across all levels and cultures within the organization. C. A manager who more experience and tenure than any of the other candidates. D. A manager who majored in international business and studied aboard while in college.

B. One of the characteristics of a global mindset is the ability to adapt to different environments and form relationships with different cultural groups, including organizational subcultures. The manager who has a track record of forming relationships across hierarchies, job functions, education levels, genders, and ages is more likely to be open to new cultures. Longevity does not guarantee openness. Majoring in international business and studying aboard is good but not as favorable a characteristic as ease with different groups and situations. Prior experience in a different organization is positive, but doesn't ensure success in a similar capacity for a new organization.

What action should HR take to approach global assignments from a strategic-systematic perspective? A. Reinforce national identity and organizational culture in decision making. B. Disseminate information, technology, and values uniformly throughout the global organization. C. Develop cross-cultural fluency in personnel designated for global assignments. D. Build a staffing plan adaptable to immediate and short-term staffing needs.

B. One of the most important tasks is to ensure that communication and knowledge sharing are universal throughout the organization.

Open systems theory proposes that _______, throughputs, and outputs are the building blocks of any organizational system. a. Energy b. Inputs c. Effort Managers

B. Open systems theory refers to the concept that organizations are strongly influenced by their environment. The environment consists of other organizations that exert various forces of an economic, political, or social nature. Open systems explores business structures as complete environments made up of inputs (raw materials, people), throughputs (production/service processes), and outputs (products and services). It is used to apply context to the effects of changing political, economic, or social climates on the fundamental aspects of how business gets done

Organizations should design orientation programs that enable new employees to meet the rest of the employees __________. a. after they have adapted to the job b. as soon as possible c. one at a time d. within 60 days

B. Orientation typically refers to the process of induction of new hires or the introduction of current employees to new technologies, procedures and policies at the workplace, or when lateral transfers occur. Orientation programs should be designed to get the employees up to speed as soon as possible

Which launch strategy for a new HR technology will build employee acceptance across the organization most quickly and completely? A. Giving early access to the group of employees most resistant to technology or change B. Piloting a test launch to a small group of well-networked leaders in the business C. Using a dashboard to show which employees are using the new technology and which are not D. Providing different sets of instructions to different employee groups to see which set works best

B. Piloting a test launch to a small group of well-networked leaders in the business enables an agile response to feedback prior to a larger scale launch, and the well-networked leaders can facilitate positive communications about the technology. Providing different sets of instructions is likely to confuse or frustrate the users with less-effective instructions, negatively impacting acceptance. Giving early access to resistant users and showing results on a dashboard do not, by themselves, facilitate acceptance.

Which step would be most effective in addressing an organization's concerns about technology breaches? A. Implement a paperless record keeping system by scanning employee and customer files a secure online database. B. Develop and distribute a 'bring your own device' policy to all employees. C. Recommend procuring computers and cell phones so employees are no longer required to use their own personal devices. D. Inform employees that they are no longer allowed to use or access third-party in the workplace.

B. Policies drive organizational rules, a workplace technology policy should be developed and distributed to all employees that establish requirements and security protocols. Although going paperless and procuring computers and cell phones are good practices, they are impractical on the basis of costs and are difficult to implement expeditiously for many organizations. Informing employees that they are no longer allowed to use or access social media would be only a part of the organization's technology policy but would not address internal utilization of company provided equipment.

What factors does a PESTLE analysis take into consideration? A. People, projects, and payments within an organization B. Political, economic, social, technological, legal and environmental trends that influence the organization C. People, engagement, sustainability, time, limitations, and expectations in relation to a specific project D. The most proximal direct competitor

B. Political, economic, social, technological, legal and environmental trends that influence the organization

A company expands its operations to deliver services outside its home country. The CEO decides to hire local workforces for the new offices and tasks the VP of HR with communicating this strategy to the organization. What benefit should the VP of HR emphasize? A. Potential new employment opportunities for current employees B. Deeper understanding of new markets C. Decreased labor costs and increased profit potential D. Greater protection of proprietary rights

B. Pursuing a global strategy with a local workforce allows the organization to understand and respond to local preferences and practices. Because the CEO wants to hire from the local markets, opportunities will not increase for the home-country employees. Lower labor costs will not necessarily be lower and a boost to profits; sometimes globalization occurs simply to help an organization maintain profitability and competitiveness. Proprietary rights may actually become more vulnerable.

An organization's executives require that all HR policy recommendations be evidence-based. In this context, which is the best definition of "evidence-based"? A. Based on information from research studies by prominent academics outside the organization, to avoid conflict of interest B. Based on data from internal and external sources that is collected and analyzed in a standardized way to drive decision-making C. Based on conclusions made from careful observation of everyday working conditions in the organization D. Based on conceptual frameworks for understanding complex business trends

B. Rather than simply basing decisions on current practice, evidence-based decision making required factual data collection and analysis to support key decisions

A vice president of HR recently completed a SWOT assessment for the organization's CEO. A major part of her conclusions is that employee morale is at a crisis point. The last employee engagement survey was conducted four years ago, with negative feedback in all areas, particularly about trust and respect for supervisors and management. Employees did give high marks to the company's senior management, especially the CEO, who employees feel is an inspiring, visionary leader who sincerely cares about them. The vice president decides that the best way to improve morale and employee relations throughout the company is to administer a new employee engagement survey and use the previous results as a baseline for data comparisons to assess changes. The CEO supports the action plan. The vice president is presenting the new employee engagement survey at the leadership team meeting. Within three minutes of beginning the presentation, the chief information officer (CIO) interrupts and says, "I wasn't even here four years ago. Why do we care about the old results now?" How should the vice president respond? A. Respectfully thank the CIO for the observation, and express that this has already been considered by the HR department in developing the survey rollout plans, which will not change. B. Recognize the CIO's feedback as valid and provide the percentage of people who were not with the organization four years ago. Indicate that because it is the same company, the data of four years ago is a valid baseline for comparison. C. Ask how many other department heads were not with the company at the time of the last survey. D. Collect all the results from the old survey, thank the CIO for the comment, and state that given the age of the prior results there is no point in using that data now.

B. Recognize the CIO's feedback as valid and provide the percentage of people who were not with the organization four years ago.

A company is forced to change the status of some full-time employees to part-time following poor annual performance. The company intends to change the status of the affected employees back to full-time as soon as sales allow. One affected employee is away from work at the time of the reclassification due to a temporary disability. How does COBRA coverage apply to the employee? A. The employee is able to continue benefits for up to 18 months. B. The employee is able to continue benefits for up to 29 months. C. The employee is able to continue benefits for up to 36 months. D. The employee is not eligible to continue benefits after reclassification.

B. Regardless of the company's plans to change the status of the employees back to full-time, any employee who sees a reduction of hours that makes him or her no longer eligible for employer-sponsored health care is eligible for COBRA continuation coverage. A typical employee would be able to continue coverage for up to 18 months. However, because this employee is disabled at the time of the reduction in hours, the employee is eligible for up to 29 months of continuation of benefits through COBRA.

New legislation has been passed that requires all oil and gas companies to bank the royalty monies that would normally be paid directly to royalty beneficiaries. The law stipulates that the money cannot for any reason be paid to the beneficiaries directly. The law applies to all royalties earned for drilling. The law requires that the funds be deposited in an interest-bearing account. There currently is no product available to support this requirement. At the executive team meeting, this is discussed, and the VP of administration is tasked with creating a product to comply with the law. As there are many stakeholders, a team approach will work best. The VP of HR is invited to participate, since she has been a member of this team for the last three years and knows the current players and businesses. The company has most of the major oil companies as clients and is already aware that this product could result in sizable deposits. However, there is no history to project with any certainty how long the deposits will remain in the company or how much activity the account would experience. What actions should the VP of HR take to ensure that the implementation plan stays on course to meet its objectives? A. Creating a process to measure the final results B. Reviewing and sharing measurable performance indicators C. Providing ad hoc periodic phase reviews D. Capturing knowledge or lessons learned

B. Reviewing and sharing measurable performance indicators

The accounting department was recently restructured. While the department management team is engaged and excited about the new direction, there have been many interpersonal conflicts among staff, causing service delays and poor perceptions of the department. What should HR advise the department director to do next? A. Schedule all-staff meetings to align the accounting department with a common purpose and goals. B. Ensure that roles and responsibilities are clearly specified, starting at the functional level. C. Ask HR to coach employees to address the interpersonal conflicts. D. Diagram processes, inputs, requirements, and outputs to make sure staff have what they need to perform their assigned tasks.

B. Roles and responsibilities may change significantly during and after a restructuring effort. While processes and tasks can improve through process mapping and process improvements, department management has responsibility for clarifying each employee's roles and responsibilities in the new organizational structure. The director must make it a priority that each member of the new management team understands his or her new functional responsibilities.

Which is an example of an action aimed at preventing the need for discipline? A. Broadening the list of summary offenses B. Instituting an open-door policy C. Including additional steps in the disciplinary process D. Using oral warnings

B. Situations requiring discipline can often be prevented by improving communication. With an open-door policy, employees can bring issues to supervisors and managers before they become disciplinary problems. For example, challenges with transportation to work that may cause tardiness can be discussed and resolved before they become an issue. Increasing the number of summary offenses will not decrease problems and will increase terminations and possible litigation. Additional steps in the disciplinary process will not prevent or discourage the behavior but simply prolong it. Oral warnings are not a good idea since they offer no documentation of events.

Which key area must be included in a multinational company's social audit? A. Interpersonal relations B. Human rights C. Company values D. Philanthropic alliances

B. Social audit areas of examination include ethics, staffing, environment, human rights, community, society, and compliance.

For the first time in its history, a small, privately held consulting company decides to create and implement a strategic plan. During the process, the team disagrees over whether the organization should add a new division responsible for providing HR services, in addition to its core accounting services, to its clients. Which action should the leadership take to resolve this disagreement? A. Complete a benchmarking study of the company's competitors. B. Conduct internal and external research to assess needs. C. Have the president make a unilateral decision. D. Have all employees vote, with the majority making the choice.

B. Strategic planning often cannot be completed in one session. New ideas that are proposed, particularly those that require a substantial commitment of resources, require more research. In this case, more external and internal research is required. Benchmarking may eventually be used to ensure that the company's services are competitive, but this will follow internal and external research.

The CEO is negotiating the vice president (VP) of sales termination. The VP has become disruptive and instigates conflict but has not violated policies. Despite receiving poor feedback from peers, the CEO and the board have always given him positive performance reviews and bonuses. The VP is requesting a much larger severance than given in the past. What would you suggest as the VP of HR? A. Begin building documentation for a termination based on performance. B. Encourage both sides to commit to finding a mutual solution. C. Start an investigation into possible causes for termination. D. Pay the severance and be rid of his bad influence.

B. The CEO and the VP of sales need to meet for a candid discussion on what would be an acceptable negotiated solution. The CEO can explain what he won't do. The VP of sales can explain what his goal in this situation is. A more creative solution can be negotiated that meets both sides' needs. It will be hard to justify a termination for performance or cause. Rather than paying the large severance amount, the board should prepare for the negotiation by deciding an amount that they can accept and determining what their alternatives are—their BATNA.

Finding a life insurance policy company to provide benefits to its workforce has been difficult for Joan., the HR manager. She decides to recommend that her company offer a self-insured plan. What controls might Joan have to consider in her planning? A. There are no federal restrictions on a company providing its own life insurance plan to employees B. The Employee Retirement Income Security Act regulates welfare benefit plans, including life insurance C. The Life Insurance Benefit Plans Act has control over what Joan is able to do with her idea D. Only state laws will have an influence on Joan's development of a self-insured benefit plan

B. The Employee Retirement Income Security Act regulates welfare benefit plans, including life insurance

The human capital management plan (HCMP) is the HR equivalent of which of the following? A. Risk management plan B. Strategic plan C. Workforce plan D. Action plan

B. The HCMP is HR's strategic plan. It is built to align with the corporate strategy and goals by addressing workforce planning needs, risk mitigation, employee development, and other factors related to the functional capabilities of an HR department,

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. 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. Avoid involving lower-level managers in the planning process. B. Focus on organizational core competencies to drive the process. C. Attempt to identify the parties seeking to use the process for their own ends. D. Use third-party consultants to develop the strategic plan.

B. 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.

How can HR best support the development of the organizational strategy? A. By facilitating the organization's strategy development process B. By consulting with function leaders to understand unit-level goals C. By using its broad perspective to define the organization's mission D. By routinely communicating the HR strategy to all business units

B. The HR department best supports the organization's strategy by understanding what the organizational strategy will demand from the organization's functions. In this way, HR can consult with the functional leaders on ways to build the capacities and capabilities they will need to implement their strategic plans. Defining the mission and facilitating strategy development are the responsibility of executive management. Rather than communicating its strategy to other functions, HR needs to communicate how it can support the other functions in meeting their strategic goals.

An HR manager is preparing a communication about how an IT purchase will align strategically with the organization's objectives, what capabilities will be added, what risk will be reduced, and what type of return the organization will receive for the investment. At what step in the technology acquisition process is the HR manager? A. Assessing the technology B. Building a business case C. Defining performance objectives D. Conducting a needs assessment

B. The HR manager is building a business case; these are variables an organization will consider to decide whether or not to proceed with the purchase. The manager's activity encompasses much more than performance objectives, and assessing the technology is not possible until after the technology is implemented in the purchaser's business environment. The activities described here are not related to needs assessment.

A nonunion employee sends an internal memo that is critical of management to all managers in the division. The employee's supervisor schedules a meeting with the employee to discuss the incident. The nonunion employee requests that a coworker be present at the interview. Which statement is correct? A. The nonunion employee is entitled to representation at the interview. B. Nonunion employees do not have the right to a coworker's presence. C. The employer chooses the coworker who will be present at the interview. D. A coworker can attend investigatory meetings where disciplinary action could result.

B. The National Labor Relations Board overruled its own Weingarten rights decision in 2004, holding that employees who are not represented by a union are not entitled to have a coworker present during investigatory interviews. This decision was reaffirmed in 2016.

Under the WARN Act: a. employers must give employees 60 days notice of any layoffs caused by financial problems or facility closures b. employees must be notified if there will be a mass layoff or facility closing in 60 days. c. employers must give employees who will be laid off during a facility closing 60 days notice. d. employers must notify employees 60 days before an impending layoff or facility closure if the state unemployment rate is above 4%.

B. The Worker Adjustment and Retraining Notification Act (WARN) protects workers, their families, and communities by requiring employers with 100 or more employees to provide at least 60 calendar days advance written notice of a plant closing and mass layoff affecting 50 or more employees at a single site of employment. WARN makes certain exceptions to the requirements when layoffs occur due to unforeseeable business circumstances, faltering companies, and natural disasters. Employees entitled to notice under WARN include managers and supervisors, as well as hourly and salaried workers. WARN requires that notice also be given to employees' representatives, the local chief elected official, and the state dislocated worker unit.

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

B. 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

During a nonwork group lunch, an HR manager overhears an HR staff member discussing a recent new hire's previous job experiences with another staff member. The information is not sensitive, nor was the intention malicious. What should the HR person do? A. Issue a written warning to protect the organization from potential liability under local privacy laws. B. Remind the colleague later that it is not ethical to divulge confidential information. C. Warn the employee in writing that this information has been divulged. D. Ignore the occurrence since it was harmless.

B. The colleague should be reminded that it is an HR professional's ethical duty to maintain the confidentiality of information gained in this manner. The action probably does not merit immediate discipline and in itself does not pose a risk, although the colleague's habitual sharing of confidential information could pose a risk. Warning the employee may cause unnecessary alarm since the information is not sensitive.

A company is designing a structured onboarding program. The new program includes a comprehensive orientation and buddy system and has a focus on the company's culture. What additional component should the company add to the onboarding program? A. Improved benefits package B. Streamlined interview process C. Flexible work arrangement D. Incentive program for completed work

B. The company should streamline the interview process because onboarding begins during the interview process, before an employee is hired. The other answer choices are individual benefits but will not necessarily improve a new hire's knowledge of and commitment to the organization.

A manager wants to implement a paid-time-off program for employees to volunteer in their local communities. What is the best way to respond to his request? A. Explain that this will cause resistance from employees who choose not to volunteer. B. Initiate a joint management-employee committee to develop a policy for this type of program. C. Advise the manager to implement the idea in his own unit, using his discretion. D. Implement programs allowing employees to use work time to volunteer in local communities.

B. The concept is good. The more employees are integrated into their organization and the local community, the greater the commitment to the organization. However, the concept needs to be explored further and a clear policy developed by a group that represents various perspectives. Implementing the idea without this examination, consensus, and definition will lead to inconsistencies and complaints.

An organization receives reports of poor performance that do not appear to be related to gaps in individual employees' qualifications. There are also reports of frequent conflicts in meetings, offices, and even hallways. Which intervention should HR use to identify and better these problems? A. Departmentalization B. Team building C. Restructuring D. Outsourcing

B. The decrease in productivity-especially when it is not associated with competence-and the increase in conflict level point to issues with team cohesion. Team building involves activities designed to help team members examine how they function currently and how they could function better in the future. Restructuring is the act of reorganizing the structure of the organizations. Departmentalization is a process of grouping jobs to coordinate work. Outsourcing involves contracts with a third party.

The attitude survey is a useful diagnostic approach if the potential focus of change initiatives is A. small unit or workgroup B. The total organization C. product-related D. technology related

B. The employee attitude survey is a management tool business owners or managers use to learn about the views and opinions of their employees on issues pertaining to the company and their role within the organization. Employee attitude cuts across departments and impacts the entire organization.

When developing a benefits needs assessment to implement a phased retirement program, what information will be most useful in developing the business case for this strategy? A. Analysis of technologies in place to facilitate knowledge transfer processes of retirement age workers B. Complete benefits utilization review of the current workforce, organizational needs, and gap analysis C. Data collected identifying which employees currently use Medicare as a primary health insurance provider D. Current costs of benefits, needs analysis, and projected cost increases over the next 12 months

B. The final step in the benefit needs assessment is to compare organizational needs with employee needs and the existing set of benefits. A utilization review can also be done to decide which specific parts of each of the benefits are being used and whether that use is in line with the organization's strategy.

A sales organization has set as a short-term goal that all sales team members achieve a standard level of proficiency. The HR director has been tasked with implementing a sales development training program. What step should the director take first? A. Conduct a focus group of representatives to identify delivery preferences. B. Work with the sales manager to define the benchmark for sales team performance. C. Review training vendors' abilities to conform to learning management system requirements. D. Set specific and achievable but ambitious learning objectives for the proposed training.

B. The first step in any overall training plan is to analyze the gap between desired and current performance. This means that HR and the sales manager must define a standard level of proficiency. Then they can determine the KSAs required for sales representatives to achieve that standard of performance. Next, objectives can be set, delivery constraints and vendor qualifications identified, and learning designed.

As part of an organization's merger/acquisition, the HR talent management director is tasked with developing a formal knowledge management system for the new, combined organization. What should the HR director do first? A. Plan to capture organizational knowledge from retiring employees. B. Assemble an HR team to gather and analyze existing documents from both organizations. C. Upload the policies and procedures from both organizations onto the new intranet site. D. Send an e-mail to all employees, encouraging them to share information with their new teammates.

B. The first step is to identify exactly what knowledge exists in the new organization. This may involve gathering and analyzing existing documents and identifying employees with specific knowledge and skills. When assets have been identified, the team can plan for how to make them accessible and how to retain knowledge as the new organization goes forward. Team communications and support illustrate informal knowledge management, which can be less accessible than formal systems. Uploading all policies and procedures will not promote accessibility, since there may be redundancies, gaps, and obsolete information.

An employee on FMLA leave fails to return to work upon the completion of her leave. The manager tells the HR business partner he wants her employment terminated. What should the next step be? A. Check the employee's paid time off/sick leave bank to determine if she has any remaining accruals available to her. B. Make concerted, documented, attempts to contact the employee, requesting an update and her plans to return to work. C. Contact payroll to prepare her final pay so the employee can be terminated. D. Place her on an ADA leave temporarily.

B. The first step must be contacting the employee to determine her status. Under no circumstances should the employee be fired for failure to report to work Until an update is obtained from the employee.

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) Gain agreement on the initiative's objectives. C) Outline the steps necessary to implement the initiative. D) Determine if there is money in the budget for the initiative.

B. The initiative's objectives will drive later decisions about budget, the most effective solutions, and necessary steps.

In the final round of hiring, an employer invites candidates to spend half a day working alongside an employee and an hour with HR reviewing total rewards and company policies. The employees who work with the candidates are chosen because of their tenure with the company and their strong performance ratings. The employees may or may not be performing the job that is being filled. This practice has not increased retention levels. What might be wrong? A. Candidates are receiving too much information at this stage. B. The job preview may not be realistic. C. The plan should be implemented earlier in the hiring process. D. It gives candidates false hopes for career advancement.

B. The job preview experience may not be representative of what a new hire would be doing in the first months of employment, since candidates are not necessarily experiencing a typical workday in the position they might be entering. Candidates at this stage should be fully informed about the employer's offerings, culture, and policies. It would be a poor use of resources to implement the process with an entire group of candidates invited for an interview. There is no indication that the information given to candidates about career paths and opportunities is incorrect.

To determine the salary offer for a vacant position, the talent acquisition team compiles a list of the desired salaries of all applicants: $110,000, $110,000, $120,000, $135,000, $140,000. What is the mode of these values? A. $30,000 B. $110,000 C. $120,000 D. $123,000

B. The mode (the number that appears most frequently in the data set) is $110,000. The range ($30,000) is how widely the data is dispersed. The median ($120,000) is the middle value in a range of values. The mean ($123,000) is the average value.

Which approach can best address complaints received from the workforce regarding a recent disclosure of executive compensation? A. Publish job grade and pay range information to all employees for transparency. B. Develop and distribute individualized total rewards statements for all employees. C. Devise a policy prohibiting the unauthorized use and sharing of compensation data by employees. D. Recommend the CEO issue a company-wide statement acknowledging and apologizing for the disclosure.

B. The most efficient way to mitigate a sense of unfairness within the compensation system is to help employees understand the value of their own total rewards and compensation. Educating employees on their direct and indirect compensation and benefits will shift the focus away from executive salaries to their personal total rewards. Prohibiting employees from discussing compensation, even unauthorized, may exacerbate the tension and having the CEO issue an apology and statement about the disclosure does nothing to address the employees' concerns.

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

B. 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).

HR at a professional services organization needs to assess employee interest in a possible new benefit quickly. Which is the best vehicle HR should use? A. Third-party-administered paper-based survey B. Online survey C. Focus groups D. Individual interviews

B. The online survey can be conducted quickly and a response threshold set. The other methods are too time-consuming.

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

B. 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.

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) Postponement of employee online self-service center D) Decreased recruiting and hiring costs

B. 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.

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. 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.

A salesperson takes over a new territory and will hire and manage five other sales associates and office staff. The salesperson is currently paid a straight commission but asks for a salary to match her current earnings so she can set up the office and train both the office staff and the sales force. Which is the best option to pay the salesperson? A. She should be paid a straight commission, and a sales trainer for new hires and an office manager should be hired. B. She should be paid a salary plus a commission based on the total territory sales of those hired. C. She should be paid a straight salary to encourage the training efforts in the region. D. She should be paid a salary for three months and then eased back into commission.

B. The organization would be best served by paying salary plus commission. In that way, they keep a valued employee happy, train an up-and-coming office staff and sales force, and keep a qualified, successful salesperson in the field working with customers.

An organization implements an onboarding program to reduce high voluntary turnover rates. Which is the best metric to assess the strategic success of the new onboarding program? A. Information gathered from exit interviews B. Information on the performance of new hires C. Questionnaire results on job satisfaction D. Focus group results about satisfaction with orientation

B. The performance of new employees is an appropriate strategic metric to measure onboarding success. For example, information on new hires who are not performing up to expectations and whether they have been dealt with appropriately can improve time to productivity and engagement.

A company in a high power distance culture is expanding into another country with low power distance. Which recommendation should the vice president of HR provide senior management regarding employees? A. Provide employees with clear and specific guidance. B. Expect to be asked more questions about management decisions. C. Display titles of those in authority. D. Decrease the frequency of workforce communication.

B. The power distance cultural dimension looks at how much a culture does or does not value hierarchical relationships and respect for authority. In a low power distance culture, people expect and accept power relations that are more consultative or democratic. They are more likely to question and challenge. People relate to one another more as equals regardless of formal positions.

The large, international retail company for which you are the director of HR found that your HR staff were spending up to 80 percent of their time on administrative work. These included benefits open enrollment, making address changes, and helping employees update their tax deductions. Which of the following strategies would you recommend to reduce the amount of time your staff is spending on these activities? a. Hiring an HR assistant b. Researching employee self-service technology c. Setting up an off-site service center to handle all of the administrative work d. Redesigning processes to eliminate redundancies and streamline efficiencies

B. The processes of HR can be highly administrative, especially in a large company with hundreds of employees. While all of the strategies mentioned have merit, the primary need for this director of HR is to look for ways to reduce the administrative work, particularly for tasks that do not require in-depth, human support

Which recommendation would you make to a new HR practitioner tasked with developing working arrangements with independent contractors (ICs)? A. Allow flexibility in deliverables and delivery schedule. B. Understand local laws regarding employment status. C. Have the IC work on site as much as possible. D. Get a signed agreement from the IC to follow company policies and procedures.

B. The relationship with an IC can create many compliance issues, so understanding the government agency guidance on determining independent contractor status is critical. In the U.S., for example, IC classification is based on behavioral control, financial control, and the relationship of the parties. Ideally, ICs would work off site and create their own daily work schedules. Having them agree to company policies seems like an employer-employee relationship. At the same time, ICs cannot be allowed full control over deliverables and schedules.

Senior management at your place of work has asked you to provide them with staffing projections to include the annual budget. Which of the following will need to be collected to properly fulfill this request? a. Cost of life insurance b. Recruitment advertising costs c. Attorney fees d. Workplace violence prevention and training costs

B. The staffing function of human resources includes activities related to recruitment and selection. Staffing projections for use in the formulation of an annual budget must include all costs related to both recruitment and selection, so the cost of recruitment advertising is correct

"Where are we now?" and "Where do we want to be?" and "How will we get there?" are all questions answered in which of the following organizational processes? A. The ADDIE model B. Strategic planning C. Training needs assessment D. Risk assessment

B. The strategic planning process consists of a series of activities designed to define company needs, assess the internal and external business climate, and set corporate goals. The ADDIE model is a method of instructional design. A risk assessment is used to identify risks and implement activities to reduce or eliminate the risks identified.

An employee is 30 minutes late to work. The supervisor has a casual conversation and raises the tardiness issue with the employee. The employee shares a new problematic child-care situation and they discuss possible solutions. How can the manager improve these sessions in the future? A. Avoid discussion of the cause and just engage in problem solving. B. Address the performance issue, allowing for explanation and resolution. C. Wait until a tardiness occurrence policy infraction happens before acting. D. Send an e-mail to the employee stating that he or she must not be late in the future.

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

How has the changing shape of globalization affected the type of international assignments HR manages? A. Assignment types have become predominantly strategic. B. Talent can be assigned in more flexible ways. C. International assignees experience increased isolation. D. Long-term assignments have increased the need for expatriates.

B. The use of traditional expatriates (assigned from home country to host country for long assignments) has been replaced by an array of assignment types that meet different types of situations, from commuters to employees assigned to specific shorter-term projects.

A company has implemented a new employee engagement program with a goal of reducing employee resignations. Which metric should the HR manager use to measure the effectiveness of the action plan? A. Revenue per employee B. Voluntary turnover rate C. Yield ratio D. Employee absence rate

B. The voluntary turnover rate specifically focuses on employee resignations. The other metrics provide information relating to employee engagement but not to resignations.

A floundering global company headquartered in the U.S. brings in a new president from Japan with fresh perspectives and approaches. The new president wants to establish works councils to increase efficiency, promote harmony, and address grievances. How should HR respond? A. Work councils are perceived by unions as competitors. B. Works councils violate the National Labor Relations Act. C. Works councils are permitted only in certain states. D. Works councils are involved in contract negotiations.

B. There are no works councils in the U.S. because they are seen as violations of Section 8(a)(2) of the National Labor Relations Act, which prohibits company-dominated unions.

To offset a major shortfall in grant funding over the next four years, the board of directors at the adult education school where you work has asked you to find programs that may be eliminated to reduce costs. Which of the following would you recommend for elimination first? a. After-hours language training for students b. Company-sponsored daycare c. Workers' compensation insurance d. Voluntary health insurance

B. There are several variables to consider when asked to reduce expenses, so it is important that HR consider company priorities and desired outcomes when making these decisions. In this question, eliminating the company-sponsored daycare center is the best choice because it does not serve the mission of the organization, is not legally required, and eliminating it will result in actual cost savings

Making line item changes to the budget in accordance with variances from previous years is known as which of the following budgeting practices? A. Zero-based budgeting B. Historic budgeting C. Formula budgeting D. Parallel budgeting

B. There are two primary methods for building a budget. The first is to base a budget on historical data and make adjustments in areas where the budget was either exceeded or underutilized. Zero-based budgeting is a method of budgeting in which all expenses must be justified and approved for reach new period.

A recently promoted HR director, with a limited financial background, is now responsible for submitting a quarterly financial analysis of HR decisions. The first report is due in two weeks, however his boss is out of the office until the day before the report is due. How should the new director prepare to create the first report with this limited financial background? A. Meet with senior leaders to explain the situation and reschedule the report. B. Find someone in the finance department who could provide guidance. C. Research off-the-shelf resources and do the best possible job. D. Delegate other tasks so that he can focus solely on the report.

B. This is actually an excellent opportunity to network internally and find an ally in finance. It would answer the immediate need but also create a long-term resource. Using off-the-shelf resources could be an alternative, but these resources would not be as helpful as a knowledgeable member of the organization. Delegating will probably not provide the needed expertise in this short time frame. Trying to reschedule the report shows lack of leadership and problem-solving ability.

A manager wants to explain to an ambitious employee that they will not be receiving a promotion and why they did not get the job. What would be the best form of communication to use in this case? A. Brief and specific text message B. Private, face-to-face conversation C. E-mail reviewed by someone else for tone and legal liability D. Phone call witnessed by another person in the manager's office

B. This situation calls for privacy and the opportunity to use verbal and nonverbal communication, including active listening.

An organization launched its first diversity and inclusion initiative five years ago. Recently, there has been an increase in younger people resigning. In exit interviews, these employees say that they feel they were ignored by management. Which kind of data should HR collect to help measure inclusion? A. Representation of each demographic group B. Actual treatment of employees versus perception C. Employees' participation on work-related committees D. Customer feedback about corporate branding

B. To help measure inclusion, HR should collect data reflecting how the departing employees were treated and how they feel they were treated by management. This requires both objective and subjective data.

Scenario: A company experienced a high degree of turnover during the past year. Senior leadership is worried about the level of turnover and worried that HR is not moving fast enough to fill these positions. The hiring manager says that the applicant pool has been weak lately and they have had trouble finding qualified candidates to hire from within the pool which HR provides. HR has relied heavily on recruiting by word of mouth, which in the past has generated applicants that fit the company's culture. The award for referrals that result in hiring has also been popular with employees. What would be the best way for HR to address senior leaders' concerns about turnover? A. Tell senior managers that HR will ask the hiring managers why so many positions are open to determine the cause of the turnover. B. Tell senior managers that HR will analyze the current turnover rate across fiscal years to determine if the turnover rate has changed drastically. C. Tell senior managers that HR will meet with hiring managers about projecting hiring needs more effectively. D. Tell senior managers that HR will benchmark the company's experiences against those of similar companies to determine if the situation represents an industry-wide trend or if it is an isolated occurrence.

B. Turnover rate issues are best solved by engaging the use of relevant HR metrics within the organization. Staff turnover is an important way to measure both the effectiveness of the human resources management system and the overall management of an organization or program

What would be the best solution for an HR director to strengthen teamwork in a globally dispersed organization? A. Record pertinent staff meetings and distribute the videos to the field. B. Conduct regular staff webconferences during appropriate times for each location. C. Attend occasional staff meetings at remote sites on a rotating basis. D. Distribute information and allow staff to provide feedback on project updates via a wiki site.

B. Webconferencing will enable two-way discussion and sharing of documents. Varying the meeting time will address the issue of equity in an organization that spans multiple time zones. Videotapes will not support two-way communication and are not equitable in terms of favoring headquarters over remote staff. Attending meetings will be expensive and time-consuming, but more importantly it will not build a global team. A wiki site might be a good supportive tool for collaboration but does not replace two-way team meetings.

When top leadership interpret employee compensation solely as a cost factor, it will most likely; A. Focus on ranking method of job evaluation B. Pay below -market rates C. Adopt broad banding models D. Pay based on competency models

B. When management views employee pay only as a cost, it will most likely pay below-market rates. A market compensation policy pays similar to what the market offers.

What is the term for a cultural vision that holds that there are no absolutes and everything is based on the situation? A. Cultural imperialism B. Cultural determinism C. Cultural relativism D. Cultural universalism

C Cultural relativism states that because cultures vary so greatly, there are no absolutes. Everything varies based on the situation. Cultural determinism is the belief that the culture in which we are raised determines who we are at emotional and behavioral levels. Cultural imperialism is the imposition by one politically or economically dominant community of various aspects of its own culture onto another nondominant community. Cultural universalism implies that it is possible to apply generalized norms, values, or concepts to all people and cultures, regardless of the contexts in which they are located. It is the view that the values, concepts, and behaviors characteristic of diverse cultures can be viewed, understood, and judged according to universal standards -it rejects cultural relativism

John, a new employee, has just arrived at the orientation program where everyone completes their payroll forms and signs up for health care benefits. He brings his W-4 form to you and says he isn't subject to payroll withholding because he pays is taxes directly each quarter. What is your response? A. "That's ok. We won't process a W-4 form for you. We will give you a Form 1099." B. "I'll check with the accounting department to find out whether you can do that." C. "Unfortunately, all employees are subject to payroll tax withholding." D. "If you can show me a W-10 form you have submitted to the IRS, we can block your paycheck withholding."

C "Unfortunately, all employees are subject to payroll tax withholding."

A 30-year-old beverage company manufactures under its own label as well as private labels for a number of retailers that operate internationally. Slim margins and tight competition in the industry have caused the company to look at its operations and decide to merge with a competitor. The newly formed company will operate under the banner of the original company, and the second company will operate as an enhanced product line. The merger has created a lot of excitement among the leadership teams of both companies, as it means expansion into new markets and product lines. The merger information was shared with the European operations works council, and, after much discussion, is moving forward. Employees in the European locations are not, however, pleased that the merger is going ahead. The senior vice president (SVP) of HR has heard that employees are trying to mobilize and are planning a European Day of Action, where they will hold demonstrations, pass out leaflets, and conduct media interviews to share why this merger is not in the best interests of the employees. Employees are also requesting to meet with key organizational leaders, including the SVP of HR. The final hurdle that the organization is awaiting is regulatory approval. Once that is received, the newly merged entity will further review the combined operations and duplication of positions, roles, and responsibilities. They believe they can reduce the overall workforce by 15%. Which is the best first step the SVP of HR should take in response to the request of the European employees to meet with the organization's leaders? A. Dismiss the request to meet, as a merger has no bearing on roles, responsibilities, or rights of works councils. B. Refuse to meet with the employees, moving forward with the merger before the employees can take any action. C. Review the works council agreement to determine the best advice to provide management. D. Agree to the meeting with the employees and gain their input and approval for the merger activities and reductions.

C.

A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands. Which action should the VP of HR take to be a strategic contributor to business decisions through the redesign of the sales incentive plan? A. Develop criteria for selecting compensation consultants who will develop the sales incentive plan. B. Attend weekly meetings with the finance team to communicate HR's objectives for the sales incentives. C. Communicate the vision of promoting ethical sales behaviors to achieve business goals. D. Travel to meet with employees from each regional brand to propose changes to the sales incentive plan.

C.

A company employing bus drivers receives passenger complaints of unethical and unsafe behaviors. For example, passengers report seeing bus drivers having personal conversations on the phone while driving, taking pictures of themselves while driving, and passing around alcoholic beverages to share with passengers. The CEO is worried about the public perception of the company. Many bus drivers have a low proficiency in English and speak another dominant language. In the past few months, there has been a sudden increase in bus drivers filing injury claims to seek workers' compensation. The HR manager investigates the injury claims and discovers that most cases do not qualify for workers' compensation. From investigating the injury claims, the HR manager believes that there is misunderstanding due to a language barrier. How should the HR manager ensure understanding of workers' compensation? A. Invite bus drivers to submit questions about workers' compensation in their native language. B. Hold a company-wide meeting to answer questions about workers' compensation. C. Hire interpreters to explain information about workers' compensation to bus drivers. D. Suggest that supervisors learn basic phrases in the relevant languages.

C.

A company has experienced sudden and significant growth and its workforce has expanded almost threefold, from 100 to nearly 300. With the expansion, the dynamics of the employee relationships within the company are beginning to change. The employees who have been with the company since it was smaller are quite proud of the tradition of a close-knit, cohesive group of colleagues. The newly hired colleagues are not as personally close to each other but are good and effective employees and coworkers. With the significant growth in business, the company's employee value proposition (EVP) has been transitioning. How can the HR director enhance the EVP, leveraging the relationships between the newly hired employees and those with longer service to the company? A. Use long-serving employees in the hiring process, since they best understand what the organization is all about. B. Centralize all hiring in HR to execute the brand consistently and ensure that the employment brand is reinforced. C. Craft a comprehensive and effective hiring strategy promoting common factors of the EVP shared by all workers. D. Reassess and revitalize the brand, focusing on newly hired employees, since their numbers will grow in the future.

C.

A company has recently decided that a comprehensive system for payroll, time and attendance, and employee records retention is needed. An HR manager has been assigned to a team charged with evaluating different systems and vendor responses to the requests for proposal. The team includes IT, finance, legal, and procurement specialists. The team is impressed with several of the systems presented. They are pleasantly surprised when the top two systems offer competitive pricing. However, there is a lack of consensus on the committee about which program to select and implement. Disagreement on the team centers on whether speed of implementation or potential scalability is more important. The committee has been tasked with making a timely decision and putting a system in place quickly, but, based on the presentations and the long-term goals of the company, scalability is viewed by many members as an important aspect for consideration. As the HR team will be using the program almost exclusively, the HR manager has a good deal of input on the final decision. Several of the decision makers have begun to express concern regarding the time requirement to ensure an effective rollout of the new system. They feel that the short-term need for a system is more important than the long-term scalability. What should the HR manager do to be most effective in resolving these concerns? A. State that the long term is more important and should be the focus of the discussion. B. Inform them that the decision has been made and that it is time to move forward. C. Acknowledge their concern, but remind them of the need to meet the company's future growth needs. D. Review the reasons that led to the decision that has been made by the HR manager.

C.

A financial services organization terminates its CEO for embezzlement after an investigation by regulatory authorities determines that the CEO improperly submitted expense reimbursements for fraudulent charges. An independent team of examiners evaluates whether the proper financial controls and reporting structures are in place moving forward. In addition, an HR consultant is hired to review the existing payroll practices, the expense reimbursement process, and the corporate culture. Upon starting the review, the HR consultant learns that there is no ethical code or code of conduct in place. Since the CEO's termination, customers and other stakeholders are openly expressing concerns about the company's stability on social media. Employees report concerns about the corporate culture to the HR consultant as well. Questions emerge about whether the remaining executive leaders were aware of the CEO's expense reimbursements but took no action to deter the alleged violations. The media has picked up the story, and the company's board of trustees is now concerned that investors will withdraw their funds, causing serious financial harm to the organization. How should the HR consultant concentrate efforts to establish ethical behavior as the foundation of organizational culture? A. Implement an ethics hotline that encourages all employees to report unethical practices and behaviors. B. Identify and communicate risks associated with unethical behavior to the organization's executive leaders. C. Develop a strategic plan focused on building ethics and integrity into the organization's mission and vision. D. Establish HR as a reliable champion for employee concerns about ethical practices.

C.

A food and beverage company has recently expanded to new markets and regions. In the past three months, the company has implemented sudden hiring and restructuring across all international offices. The CEO hires an external consultant to help with the organizational changes and provide informational and training sessions to employees. Many employees believe that the expansion is too rapid, feel uncertain about their future at the company, and are considering leaving the company. Newly hired employees often appear to be lacking work tasks. Employees in regional offices also encounter difficulty in communicating with the main office due to cultural differences. A few employees approach the HR manager with concerns about identifying their specific roles and feeling like their areas of responsibility are encroached on by coworkers. How should the HR manager motivate employees to remain with the company? A. Create a forum for employees to recognize coworkers' efforts. B. Schedule a company-wide meeting for leadership to provide encouragement to employees. C. Advise leadership to communicate employees' role in the company's expansion. D. Create a handout outlining tangible and intangible employee benefits.

C.

A food and beverage company has recently expanded to new markets and regions. In the past three months, the company has implemented sudden hiring and restructuring across all international offices. The CEO hires an external consultant to help with the organizational changes and provide informational and training sessions to employees. Many employees believe that the expansion is too rapid, feel uncertain about their future at the company, and are considering leaving the company. Newly hired employees often appear to be lacking work tasks. Employees in regional offices also encounter difficulty in communicating with the main office due to cultural differences. A few employees approach the HR manager with concerns about identifying their specific roles and feeling like their areas of responsibility are encroached on by coworkers. Some employees complain to the HR manager about the consultant's lack of guidance during training. How should the HR manager respond? A. Encourage employees to be patient with the consultant and training. B. Persuade employees to meet with the consultant to discuss the effectiveness of training. C. Discuss employees' concerns about the training with the consultant. D. Review the consultant's training materials and provide suggestions.

C.

A food and beverage company has recently expanded to new markets and regions. In the past three months, the company has implemented sudden hiring and restructuring across all international offices. The CEO hires an external consultant to help with the organizational changes and provide informational and training sessions to employees. Many employees believe that the expansion is too rapid, feel uncertain about their future at the company, and are considering leaving the company. Newly hired employees often appear to be lacking work tasks. Employees in regional offices also encounter difficulty in communicating with the main office due to cultural differences. A few employees approach the HR manager with concerns about identifying their specific roles and feeling like their areas of responsibility are encroached on by coworkers. The CEO asks the HR manager to conduct research to advise on future hiring needs. Which action should the HR manager take to provide the most relevant data? A. Conduct an employee engagement survey with newly hired employees at regional offices. B. Examine the market trends and compare the company's current employee head count. C. Project future staffing needs based on company needs and market trends. D. Calculate correlations between current employee head count and business outcomes.

C.

A major provider of health-care services, under a new senior leadership team, is embarking on an organizational turnaround effort. The CEO asks the chief human resources officer (CHRO) to conduct an assessment of the compliance function to review the current state of organizational compliance and to ensure that the organization is conforming to regulatory requirements on a global basis. The CHRO interviews all managers to identify critical gaps and conducts multiple site audits of the HR, finance, operations, and IT functions to review compliance of systems and practices. As part of the site audits, the CHRO interviews front-line employees to assess their knowledge, skills, and abilities and to gain feedback for improvements. The CHRO shares with the senior leadership team the outcomes of the analysis and a plan to address gaps and deficiencies as well as capitalize on opportunities. This includes recommendations to change the organizational structure and to standardize practices and polices related to regulatory compliance. After much discussion about whether the company should adopt a standardized approach or a localized approach to compliance, they agree to a balanced, "glocalized" approach. The CEO tasks the CHRO with leading the efforts of moving toward this agreed-upon approach. What is the first step the CHRO should take to address the regulatory compliance requirements of the organization? A. Focus primarily on emerging markets, as there is more volatility in those areas. B. Create an effective communication plan regarding the impact the transition will have on the organization. C. Understand the organization-wide impact of compliance across multiple jurisdictions. D. Focus only on reputation risk as part of the risk mitigation strategy.

C.

A manufacturing organization with locations in several countries is in the process of acquiring a production plant in a new country. The employees at the newly acquired plant will all be retained and will be made aware of the acquisition once it is finalized. The organization's leadership team hires an HR consultant to assist with the HR functions during the acquisition. The HR consultant is working confidentially to ensure that the HR department of the production plant has a smooth transition through the acquisition and will be fully prepared to communicate information to the plant employees. Members of the leadership team are relying on the expertise of the HR consultant to ensure that the new plant's HR department complies with local laws and procedures, but they are struggling to fully trust the HR consultant. The HR consultant is responsible for making sure that news of the acquisition is communicated effectively to the employees at the new plant. How should the HR consultant handle this task? A. Hire a public relations firm to create a communication plan to announce the acquisition to the employees. B. Organize meetings with each department's leader informing employees of the acquisition. C. Create a communication plan that includes a face-to-face message from the CEO welcoming the new employees. D. Send a letter and a packet of information to each employee's home address welcoming each employee to the new organization.

C.

A manufacturing organization with locations in several countries is in the process of acquiring a production plant in a new country. The employees at the newly acquired plant will all be retained and will be made aware of the acquisition once it is finalized. The organization's leadership team hires an HR consultant to assist with the HR functions during the acquisition. The HR consultant is working confidentially to ensure that the HR department of the production plant has a smooth transition through the acquisition and will be fully prepared to communicate information to the plant employees. Members of the leadership team are relying on the expertise of the HR consultant to ensure that the new plant's HR department complies with local laws and procedures, but they are struggling to fully trust the HR consultant. What should the HR consultant do to most effectively gain the leadership team's trust? A. E-mail the leadership team with a copy of her resume. B. Share with the leadership team a list of the risks involved in the HR transition and how she will address them. C. Meet with the leadership team to listen to their concerns. D. Create a priority checklist for the HR department and share it with the leadership team.

C.

A mid-sized government contractor is in the decline phase of its organizational life. The founder and CEO is a former military pilot who started the company ten years ago. The company grew quickly from five employees to 400. The primary business contracts have been for the aerospace and submarine industries. During times of conflict, the company's business contracts tripled in size to $1 billion. Now that conflicts have subsided, the government has announced a 30% reduction in the number of airplanes and submarines to be produced. Orders from other customers have also decreased. The company's economic outlook is poor. The CEO debates several strategic options for survival and decides that cutting costs throughout the company is the best option. Since wages and benefits are the largest budget items, the CEO solicits help from the vice president of HR. The VP is concerned and advises the CEO that simple, across-the-board cuts could severely and adversely impact the company. Many employees are afraid of losing their jobs. The most talented employees are already leaving the company to go to the competition. The VP suggests strategically assessing each business unit and then deciding to grow, maintain, or shut down each one. The CEO asks the VP to prepare a report on the strategic options of downsizing the company and to determine the impact each option would have on the employee population. Which restructuring factors should the VP consider when developing the strategic downsizing options? A. Operational, tactical, production, and geographical issues B. Employees, management, compliance, and ethics issues C. Structural, technological, financial, and legal issues D. Function, costs, seniority, and employee status issues

C.

A pharmaceutical company has been struggling over the past year. The CEO announced his planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth. In his second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises her that he wants a particular training company to train all the sales staff. He has used this training company in the past and believes this will improve sales. He advises the CHRO to call them and tell them he referred her and to get on this quickly. He then leaves. The CHRO knows that this violates the company's procurement policy of requiring three bids. She is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing. The VP of sales agrees with the CEO that sales training would be helpful but says there is no way the sales team has time for it before the end of this year. If there is any hope of achieving their sales quotas, they have to be out selling full-time through year-end. Which steps should the CHRO take to influence the VP of sales to begin the training sooner? A. Postpone the training until Q1, so that sales do not further decline. B. Schedule the training as planned, and inform the CEO that it will be done. C. Recommend that she and the VP of sales discuss these concerns with the CEO. D. Consult with the CEO on this, but do not include the VP of sales.

C.

A small international cruise line recently hired a new HR director. The HR director will be responsible for supporting 500 crew members representing more than 50 nationalities. In one week, the ship sets sail with stops at ports of call in many different countries and jurisdictions around the world. When the HR director reports to station for the first day on the job, he receives a phone call from the captain, who asks about the plan to ensure that the diverse crew maintains a high-quality guest experience throughout the cruise season. Before he can answer, the captain requests a report within the next two weeks outlining how the HR director will add value to the bottom line through effective people management strategies. What is the most effective course of action for the newly hired HR director to pursue to ensure that the captain's deadline is met? A. Prepare a business case, recommending strategies that were effective in the HR director's former place of employment. B. Meet with supervisors of the dining and housekeeping staff to learn how they motivate members of their staff. C. Consult with the cruise line's guest relations officer to exchange ideas regarding industry best practices. D. Review crew contracts to determine which financial incentives are in place to support a customer service orientation.

C.

A small nonprofit organization is hiring a new executive director. Each applicant for the position must go through two interviews, each conducted by a board member, and must pass background and reference checks. Then, the chairman of the board oversees a meeting where the board reviews all applicants and discusses them until a consensus is reached. After reviewing several applicants, the board of directors decides to make an external hire. The newly hired executive director immediately advises the organization that the current software systems are not secure and must be replaced. Furthermore, some employees will have to be terminated to cover these costs. The executive director instructs the HR manager to choose which employees to terminate. The HR manager schedules a meeting with the executive director to discuss these changes. However, the executive director does not show up to the meeting and stops coming to work altogether. The HR manager attempts to contact the executive director but is unsuccessful. After a week of the executive director not communicating or coming to work, the HR manager sends an official letter of termination to the executive director's home address. The board of directors decides not to change the organization's software systems or terminate any employees. The HR manager wants to improve the interview process. Currently, the interviews are unstructured and result in each interviewer recommending or not recommending the employee for hire. How should the HR manager improve the process? A. Create a task force of employees to review the interview process and make recommendations. B. Rate candidates on a five-point scale rather than making a recommendation. C. Create a structured interview protocol for interviewers to follow. D. Make each interview a panel interview with three interviewers.

C.

A technology company with two divisions located on opposite sides of a large country decides to consolidate operations to a single location to reduce costs. As a result, more than 3,000 employees will need to relocate across the country to the other location. Senior management knows that it will be very expensive to provide corporate relocation assistance to all of the affected employees but also wants to offer an incentive bonus to motivate employees to make the move. Management is confident that the mass relocation effort can be completed within nine months and tasks the HR department with the effort. The CEO is targeting a 60% take rate, meaning that six in ten employees must accept the company's relocation offer. Those who decline the offer will receive two weeks of severance pay at the end of the nine-month transition period. The CHRO asks the HR director to lead the relocation effort. Which is the most effective approach for the HR director to take to achieve the 60% acceptance target? A. Announce that the company will donate $500 to the charity of the employee's choice if the employee relocates. B. Identify relocation quotas for each position and offer bonuses to managers who meet their quotas. C. Develop and distribute an informational booklet with all of the details about the relocation incentives. D. Ask employees already at the remaining location to visit the closing location to answer questions.

C.

An HR director is outsourcing recruiting efforts to a staffing organization and is charged with implementing the staffing organization project/initiative. The original plan had been to eliminate in-house staffing personnel, but, at the hiring managers' request, the HR director has decided to maintain a small in-house team of corporate recruiters who will work with the staffing organization. This will provide continuity for the hiring managers in the organization. The HR director must facilitate the integration of the staffing organization team with full-time personnel from the organization. The staffing organization team will consist of recruiters, sourcing professionals, and administrative assistants led by a staffing organization manager. The staffing organization recruiters manage the intake of open positions from the hiring managers. The in-house corporate recruiters assess open positions for fulfillment. The corporate recruiters often bypass the staffing organization manager to give direction to the staffing organization recruiters and sourcing professionals. This practice does not follow the work flow that was created in the standard operating procedures, resulting in delays in the process. The staffing organization team becomes confused because they regularly receive directions from both the corporate recruiters and the staffing organization manager. The staffing organization manager is increasingly frustrated by the lack of transparency as to the status of open positions. There is disagreement between the corporate recruiters and the staffing organization team about who should manage the relationship with organizational hiring managers when position openings are submitted. This results in harmful competition between the corporate recruiters and the staffing organization team, ultimately resulting in an overall decline in productivity. Which strategy would be most effective in helping the staffing organization team understand the culture of the organization and thereby ensure that candidates are a good fit? A. Partner with the staffing organization recruiters to understand their process and experience working with the hiring managers in all departments. B. Consult with the HR director to review the information that was gathered during the staffing organization sales and implementation process. C. Research the organization by reviewing the intranet and company website to learn about the values and strategic goals of the organization. D. It isn't critical for the staffing organization team to understand the culture of the organization; they should rely on the hiring managers for that.

C.

Due to a lack of organizational success and productivity, various funding agencies have decided to apply pressure to an organization's CEO by reducing the organization's budget. The funding agencies hope that the CEO will use this as an opportunity to evaluate the organization's overall structure, operating model, and finances. Due to the budget cuts, the CEO has decided to reduce the overall workforce. The CEO requests that the recently hired HR director work with the head of each department to devise a plan to reduce its personnel costs by 10% within a 30-day time frame. The new HR director meets with the head of each department and studies the culture of the organization. During these meetings, it immediately becomes apparent that performance metrics are lax and that the skill sets of the workforce are severely outdated. The workforce's average length of employment is seven years, and almost 60% of the workforce has made no effort to obtain any certifications or degrees beyond what they carried at the start of their employment. The work environment is unprofessional; employees operate more as a family and were mostly hired based on existing personal relationships. The new HR director learns that attempts at changes by predecessors were futile because of the personal relationships between department heads and employees. In fact, the department heads have a history of sabotaging previous HR directors' attempts at change. What criteria should the HR director propose to use in order to determine how to reduce personnel costs? A. Require the head of each department to reduce their head count by a percentage. B. Use the performance reviews of employees and eliminate the weakest. C. Use a combination of performance evaluations, current skill sets needed, and salary information. D. Eliminate the middle manager positions throughout the entire organization, regardless of the skill sets those managers may have.

C.

Due to a lack of organizational success and productivity, various funding agencies have decided to apply pressure to an organization's CEO by reducing the organization's budget. The funding agencies hope that the CEO will use this as an opportunity to evaluate the organization's overall structure, operating model, and finances. Due to the budget cuts, the CEO has decided to reduce the overall workforce. The CEO requests that the recently hired HR director work with the head of each department to devise a plan to reduce its personnel costs by 10% within a 30-day time frame. The new HR director meets with the head of each department and studies the culture of the organization. During these meetings, it immediately becomes apparent that performance metrics are lax and that the skill sets of the workforce are severely outdated. The workforce's average length of employment is seven years, and almost 60% of the workforce has made no effort to obtain any certifications or degrees beyond what they carried at the start of their employment. The work environment is unprofessional; employees operate more as a family and were mostly hired based on existing personal relationships. The new HR director learns that attempts at changes by predecessors were futile because of the personal relationships between department heads and employees. In fact, the department heads have a history of sabotaging previous HR directors' attempts at change. What is the first step the new HR director should take after discovering the issues that are affecting the organization? A. Proactively take charge and unilaterally make the necessary changes. B. Ask the head of each department to present the issues to the CEO. C. Present the issues to the CEO and provide solutions on how to best move forward. D. Empower the heads of the departments to unilaterally select which employees should be eliminated based on their personal opinions.

C.

The IT department at a large university has historically hired temporary employees for its entry-level positions. These positions are often low-paying, which leads to high turnover and the loss of high-potential talent. Because of the IT department's large size, the in-house HR staff spends a fair amount of time and resources working on filling these positions. The HR staff believes that the IT department should consider hiring for permanent positions and offering more competitive salaries. However, leadership of the university has resisted this idea because of budgetary concerns and the belief that the IT department can always find a new graduate willing to work in a temporary position to obtain experience. The HR manager is finding that the HR staff cannot fulfill their other responsibilities because they are spending too much time focusing on the needs of the IT department. The HR manager suspects that leadership's beliefs prevent hiring the best talent. Which action should the HR manager take to show leadership that the university must do more to compete for talent? A. Collect performance metrics for IT staff to compare the performance of temporary versus non-temporary IT employees. B. Provide leadership with the salary expectations of new graduates who apply for temporary IT positions with the university. C. Share IT department metrics regarding how turnover of temporary IT staff affects project completion. D. Present to leadership a summary of the qualifications of applicants for temporary IT positions with the university.

C.

The sales department of a company is in the midst of reorganization. An important factor in the decision to reorganize was the president's concern over lagging sales and missed targets for the past two years and a desire to restructure the compensation plan for this group. Once the reorganization was announced, the director of the sales group resigned. This gave the company the opportunity to restructure the leadership of this area, resulting in a new vice president (VP) of sales being hired, replacing the former one. As part of the new VP's onboarding, the HR director updates the VP on the sales reorganizing activities to date and on employee performance in the area. He also shares the proposed structural changes and indicates that the former VP sales leader may have shared these plans prematurely with the sales staff. The plans include possible staff reductions and ending unprofitable customer relationships. What should the HR manager do to ensure that the new incentive plan will drive behaviors that will result in increased sales? A. Train the supervisors on how to be better mentors and coaches to increase productivity, thus driving higher incentives. B. Post the plan on the company's intranet for all employees to read and encourage them to ask questions of the production manager. C. Communicate to sales the reason why the plan is being implemented, including how individual performance drives incentives. D. Enhance the performance management system and simplify the performance appraisal process to measure progress.

C.

Two employees from the same department attend an industry conference in a foreign country. One is the department head and the other is a junior consultant. At the conference, the employees engage in a consensual sexual relationship. Such relationships are forbidden in the organization's policies and are considered inappropriate according to societal norms in their home country. Upon returning from the conference, the junior consultant tells a coworker in the department about the relationship via text message. Several weeks later, the coworker reports the incident to HR, stating that the junior consultant frequently drinks too much alcohol and behaves unprofessionally at work events. The HR director initiates an investigation and discovers that the department head recommended the junior consultant for a promotion a week before the conference, even though the junior consultant has not met the tenure requirements for the position. The HR director also learns that the department head was hired to fill a critical skill gap and enhance the organization's reputation in the industry. After completing the investigation, the HR director advises the leadership team to terminate the junior consultant and offer a severance package. While the leadership team is considering the recommendation, the coworker admits to lying about the junior consultant's unprofessional behavior. What should the HR director do? A. Notify the department head that an employee lied about the junior consultant's unprofessional behavior. B. Advise the coworker to remain silent about the junior consultant's behavior. C. Notify the leadership team that the investigation must be reopened to consider new information. D. Tell the coworker that the leadership team is considering whether to offer the junior consultant a severance package.

C.

Direct costs; A. should be included in the calculation of return on investment, while indirect costs should not. B. include costs of not doing the training. C. include salaries and benefits of employees involved in training, equipment and travel costs. D. are compared to indirect costs to determine return on investment

C. A direct cost is a cost that can be directly tied to the production of specific goods or services while indirect costs are more difficult to assign to a specific product. Examples of indirect costs include depreciation and administrative expenses

Which type of learning program would best suit an organization where employees at all levels expect to be able to access training anywhere and anytime, across varied formats? A. "Push" learning model B. Developmental activities model C. "Pull" learning model D. 70-20-10 model

C. A "pull" training model allows employees to access training anywhere and may feature content in various formats, accessible from work computers, personal computers, and mobile devices. A "push" training model is more rigid and works well for required training, such as compliance training, but wouldn't be broadly suitable for the organization. The 70-20-10 model refers to manager development, and although it may be applied to employees generally, it features a relatively small percentage of learning that is accessible on demand (10% coursework and training compared to 70% challenging assignments and 20% developmental relationships). Developmental activities have a long-term focus on preparing for future responsibilities, but the term does do not refer to the method by which employees access or consume the materials.

What is the primary value of a written code of conduct? a. It highlights cultural differences that need to be addressed. b. It protects an organization against lawsuits. c. It becomes a decision-making tool to guide employee conduct. d. It is a guide of principles that enables the organization conduct its affairs with integrity.

C. A code of conduct defines how a company's employees should act/behave on a day-to-day basis. On the other hand, a code of ethics is a guide of principles designed to help professionals/organizations conduct business honestly and with integrity. A code of conduct is more focused than a code of ethics as it defines how employees or members should act in specific situations

A large shipbuilding company in Bangladesh decides to undertake a strategic intervention related to improving the health and safety outcomes of its workers. These include decrease injuries, greater economic security for families, and improved productivity. In deciding to implement this intervention, the company had to weigh these outcomes against the investment in safety training, the building of a new medical clinic to treat minor injuries, and personal protective equipment (PPE). Which measurement formula should the company use to help make the decision? a. OSH's incident rate b. Human economic value add c. Cost-benefit analysis d. Yield ratio

C. A cost-benefit analysis is used to help companies measure which strategies may be the most economically advantageous by comparing the outcomes of a strategy with the cost of implementation.

What is the term for software and/or hardware that creates a barrier between the system and external networks and users? A. User authentication B. Encryption C. Firewall D. Audit trail

C. A firewall is software and/or hardware designed to filter incoming and outgoing business communications according to preset rules. It creates a barrier between the system and external networks and users. An audit trail documents instances of system use and access. Encryption translates data into a form that cannot be read by non-authorized users. User authentication employs passwords and other forms of identification to limit access to authorized users.

A goal does which of the following? A. Provides preplanning and planning activities to accomplish organizational needs B. Provides a specific description of practical steps used to achieve business objectives C. Describes the direction the business will take and what it will achieve at the corporate and business unit levels D. Uses the strengths and opportunities of a business to its competitive advantage

C. A goal describes the broad direction thee business will take. Strategy uses the strengths of a business to its competitive advantage, and an objective provides a specific description of measurable deliverables to achieve business goals. Objectives are specific, measurable, and have a defined completion date.

After a recent staff meeting, the VP of HR invites several managers to discuss their observations of the meeting. What additional step would be helpful in creating the desired communication culture? A. Send an e-mail to HR members who were not included in the feedback session. B. Respond to the managers' observations of the meeting promptly. C. Follow up with the managers to communicate the impact of their observations. D. Include the feedback session as a regular feature of staff meetings.

C. A good way to establish ongoing communication is to reinforce its purpose. That can be done by reporting back to the managers, as a group or individually, what actions have been taken as a result of their feedback.

What is a major talent acquisition consideration when engaging in a greenfield operation? A. Retention of key talent during the transition process B. Integrating new talent resources from the acquired organization C. Understanding local laws and employment regulations D. Terms of agreement with the partnering organization

C. A greenfield operation involves opening a new site, often in a new location. It's important to consider local laws and employment regulations when doing so. The other considerations are important when going through mergers and acquisitions, joint ventures, or strategic alliances.

Current cash flow is being adversely affected by delinquent and slow-paying accounts. How could the HRM collaborate with the sales manager to determine a solution? A. Arrange cross training between the sales and accounting functions. B. Arrange financial basics workshops for all sales personnel. C. Conduct a regression analysis of the sales incentive system. D. Research and recommend local collection agencies.

C. A regression analysis will help to determine whether a relationship exists between the slow-paying accounts and the behaviors driven by the sales incentive program and the strength of any such relationship.

Which type of needs analysis should a training director undertake to identify gaps between actual and desired transactional output in a customer service call center? A. Department B. Organization C. Task D. Individual

C. A task-level needs analysis compares job duty and task requirements to employee knowledge and skills to identify areas requiring improvement.

What are the results of a total remuneration survey? A. A comparison of workers' actual and desired salaries B. A list of pay gaps within an organization C. A report of market data on compensation and benefit plans D. A group of employees who qualify for pay increases

C. A total remuneration survey helps HR to design total rewards plans for their organization that are fair and competitive based on available market data about rewards for similar jobs, industries, companies, etc.

What developmental activities can best help individuals understand their leadership behaviors? A. In-basket exercise B. Career development inventory C. Work style assessment D. Team building activity

C. A workstyle assessment is an overarching assessment of an employee's work personality -ability to work with others, attitude, and work ethic, among other traits. During an in-basket exercise, job applicants receive a number of mails, telephone calls, documents and memos -they then have a limited period of time to set priorities and organize their working schedule

Which is the best strategy to address recent changes to the salary market data for key positions? A. Changing positions to higher compensation grade levels. B. Factoring cost of living adjustments into the data. C. Identifying the age of the salary data. D. Benchmarking against other organizations within the same industry.

C. Aging data addresses movement in market rates by adjusting obsolete or outdated data. Changing positions to higher compensation grade levels may result in inaccurate internal data. Factoring cost of living adjustments into the data is assumed and may not provide accurate level of equity. Benchmarking other organizations relies on other organizations' data that may or may not be up to date as well.

A manager comes to the HR director and complains about a recent global assignee. The employee has been late on the first report deadline and is not meeting initial goals. How should the HR director respond? A. Review the employee's record to make sure that there were no warning signs of inability to self-manage. B. Contact the employee directly and explain concerns about recent performance. C. Explain to the manager the process of cross-cultural adjustment and its effect on productivity. D. Review the manager's performance expectations of the employee and discuss SMART objectives.

C. Although the employee may eventually fail in the assignment, the most reasonable assumption now, since the assignment is recent, is that the employee's productivity has been affected by the changes and stresses of cross-cultural adjustment. The HR director should encourage the manager to discuss these possible stresses with the global assignee.

Which of the following is a consistent driver of employee engagement globally? A. Pay structures that consistently lead the market compared to those of competitors B. Confidence that career objectives can be met while advancing in the organization C. Job role that encompasses opportunities for professional and career growth D. Quality of the relationship between employee and manager

C. Among the four key components of building engagement globally are opportunities for growth and development.

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 leader is new to the organization and its problems and needs to establish trust C) When the team is willing to work toward a goal but is not yet sure of how to get there D) When the team shows signs of resisting the change the leader is trying to introduce

C. 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

Which strategic initiative is an example of creating shared value? A. Decreasing a tuition reimbursement benefit B. Running a promotion available only to new customers C. Providing an incentive for opting out of paper statements D. Increasing fees for the use of an online self-service portal

C. An incentive for opting out of paper statements creates shared value because it provides a win-win scenario for all parties involved. The other three answer choices benefit only one party.

Which initiative is most likely to have the biggest impact to an organization's local responsiveness globalization strategy? A. Creating exchange programs between host-country and headquarters's personnel. B. Implementing a comprehensive cultural training programs for all globally assigned employees. C. Deploying strong mentoring and talent management programs in host-countries. D. Developing standardized hiring processes across all of the organization's locations.

C. An local responsiveness strategy commits an organization to achieving a greater reliance on local expertise. This calls for increased investment in developing local talent and creating a new class of local leaders. Having a standardized hiring process, creating an exchange program, and implementing a cultural training program are all counter-intuitive to a local responsiveness strategy.

What major concern does HR face in a transnational organizational structure? A. Resentment in host countries when headquarters policies and practices are imposed on them B. Weakening of successful brands that were developed in the headquarters country C. Ensuring technology and processes promote the exchange of information in the organization D. Difficulty in positioning products and services in markets outside the headquarters country

C. An organization pursuing a transnational strategy and structure aims to maintain a strong global identity but respond to local influences. This strategy requires an excellent communication infrastructure and processes that promote communication and collaboration between headquarters and local operations. This type of strategy does not seek to impose headquarters "wisdom" and practices or products and services on local operations. It allows products to be developed and marketed according to local needs.

An HR director is leading an HR team charged with finding reasons why front-line managers complain that they do not have the time to support a new strategic initiative. Which organizational characteristic may be contributing to this problem? A. Matrix organizational structure B. Organic structure with less distinct job boundaries C. Span of control that is too large D. Formalized approach to governing behavior

C. An overly large span of control means that each manager has more employees reporting in for direction and supervision. This could lead to less time for leading and strategically oriented behavior.

Which is an accurate description of an unfair labor practice? A) Violation of international labor law by employers B) Complaint about a work condition in a unionized workplace C) Violation of a country's labor laws by employees, employers, or unions D) Work stoppage conducted as secondary support for a separate striking union

C. An unfair labor practice is a violation of a country's (not international) labor laws. The practice can be committed by employees, employers, and unions. A complaint about a work condition is a grievance. A sympathy strike is considered one type of unfair labor practice in many countries; it is not a complete description of the term.

In which phase of the organization lifecycle would a human resources professional be more likely to hire less experienced personnel? A. Growth B. Decline C. Maturity D. Start-up

C. At the maturity phase, the organization has enough resources to provide planning and standardize policies and procedures. In this stage, it's possible to become bureaucratic and unwieldy, making it difficult for the company to change direction as rapidly as may be necessary to remain competitive. The relative stability of this phase means that it's possible to hire less experienced personnel and provide them with training and development sothat they are able to take on additional responsibilities.

The HR director in a rapidly growing start-up needs to secure specific talent for a specialty department with a very short time frame for full productivity. Which type of interviewing will be especially valuable in the selection process? A. Competency-based B. Standardized C. Behavioral D. Group or panel

C. Behavioral interviewing is built on the premise that past performance is the best predictor of future performance. With a short time to full productivity, prior experience and success in the field will be critical for the success of the individual.

A new construction company is growing rapidly and hires its first HR director. To date, the construction company's hiring managers have been basing salary offers on candidates' salary demands. Therefore, the company does not have a salary structure in place, and large pay disparities are emerging among employees in the same positions. The new HR director is concerned about the inconsistencies in compensation and worries that the company's current pay practices may be discriminatory. Additionally, the HR director fears the situation will eventually result in both negative relations among current employees as well as future recruiting challenges. What step is most crucial for the HR director to take first? A. Hire an external vendor to assess the company's salary practices and provide recommendations. B. Distribute a company-wide survey to determine employees' satisfaction with the current salary structure. C. Benchmark the company's salaries against those of other construction companies in the area. D. Analyze the market data for all positions to implement a limit on salary offers for new hires.

C. Benchmark the company's salaries against those of other construction companies in the area.

What leadership theory classifies leaders according to their concerns with people and tasks? A. Theory X/Theory Y B. Path-goal theory C. Blake-Mouton theory D. Fiedler's theory

C. Blake-Mouton theory. The Blake-Mouton theory of leadership emphasizes two areas a leader must focus on—production (i.e., the task itself) and the people performing the task (i.e., relationships with employees).

Which action shows how HR can be involved in social sustainability in relation to the triple bottom line? A. By ensuring that all departments have a recycling program in place B. By creating a policy stating that employees may rent only electric cars for business trips C. By working with leadership to ensure that bribery and corruption are not taking place D. By serving on a committee to discuss how the organization can increase business flexibility

C. Bribery and corruption are social sustainability measures. Recycling and transportation are part of environmental sustainability, and business flexibility deals with economic sustainability.

An HR director mentors an HR professional with little management experience. She is aware that her mentee often gets results from team members by bullying them. How should the HR director advise her mentee in regard to the bullying behavior? A. Intimidation will not work on all people and in every situation. B. Avoid this behavior in front of senior management. C. Bullying will hurt the mentee's ability to get others to work with him. D. He should explain to team members that he knows they all feel deeply about doing this task promptly and well.

C. Bullying is an unethical behavior that destroys trust and a professional's ability to influence others. Excusing the behavior by pointing to shared values will not change its effect.

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) Strategically align the project objectives to ensure that no time is wasted on unneeded tasks. B) 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. D) Establish strong and efficient communication channels to avoid unnecessary delays.

C. 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 and 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, and it may not be the most time-efficient option depending on the scope and focus of the project.

An HR director is reporting the organization's average turnover rate relative to the industry. Two of the studies used are below the organization's average and one is well above. How should the HR director ensure the report's legitimacy? A. Explain that there is no industry average turnover rate. B. Average the three studies to get an industry average. C. Validate and identify the methodology of each study. D. Continue the report with only two studies.

C. Checking the methodology reduces the risk of errors and biases impacting the statistical data the HR director uses. Different statistical populations will not result in an accurate industry average. Providing only two studies will not provide a factual assessment, and there is an industry average, so it is incorrect to explain that there isn't one.

The XYZ company has recently acquired a key competitor in its real estate market. The company is struggling with incompatible cultures and a loss of key talent from both entities. Which of the following strategies should be recommended? a. Revise the company handbook to guide behaviors of the blended organization b. Develop new compensation strategies that address the reasons key talent is leaving c. Craft a communication strategy that addresses the needs of both workforces d. Research best practices from other organizations that have managed similar challenges with success

C. Communicating with all employees regarding the many uncertainties both during and after a merger and acquisition (M&A) is a HR best practice. An effective communication strategy will be built from analyzed data to ensure that the company is communicating the right information, at the right time, to the right people. Components of a strategy should provide opportunities for employee feedback, multiple methods of communicating information, and highlights of the new culture should be built upon shared rewards and outcomes

A municipality enacts certain employee benefit requirements. An organization operates in municipalities in regions all around the country. The HR director must decide how to address this situation. What legal concept does this situation represent? A) Rule of law B) Extraterritoriality C) Conflict of laws D) Difference between civil and common law

C. Conflict of laws is created when two or more jurisdictions (in this case, the municipality and any higher level of government in the country or in other countries) each have different legal requirements for the entities operating in their borders. The HR director, probably with legal counsel, must clarify which jurisdiction has control over a particular issue and adjust policies accordingly.

An ethics policy, fundraising or infrastructure building, and whistleblower hotline are all examples of which of the following HR responsibilities? a. Corporate citizenship initiatives b. Strategy planning initiatives c. Corporate governance initiatives Legal compliance

C. Corporate governance is the system of rules, practices and processes by which a company is directed and controlled. These systems and processes include compliance with labor laws, governing ethical behaviors, and acting on a company's responsibility to the communities in which they operate. Note that corporate citizenship is the recognition that a business has social, cultural and environmental responsibilities to the community in which it seeks a license to operate, as well as financial ones to its shareholders

Under the ADA; a. those addicted to legal prescription drugs are not considered disabled. b. current illegal drug users are considered disabled c. recovering substance abusers are considered disabled. d. Addiction to alcohol is not considered a disability

C. Current illegal drug use is not protected, but recovering addicts are protected under the ADA. An alcoholic is generally a person with a disability under the ADA

An organization risked release of customer data when an employee had a personal digital device stolen from a locked car. What should HR recommend be included in a policy update to reduce the risk of this occurring in the future? A. Customer data must not be removed from the work premises. B. All customer data must be stored on a removable flash drive. C. Customer data must be stored in an encrypted format. D. All personal digital devices must be secured with a unique password.

C. Customer data should be securely encrypted whenever it is stored on a device that leaves the premises. It is unreasonable and probably unproductive to prohibit use of data off premises. Passwords can be circumvented, and small flash drives can easily be lost.

A new construction company is growing rapidly and hires its first HR director. To date, the construction company's hiring managers have been basing salary offers on candidates' salary demands. Therefore, the company does not have a salary structure in place, and large pay disparities are emerging among employees in the same positions. The new HR director is concerned about the inconsistencies in compensation and worries that the company's current pay practices may be discriminatory. Additionally, the HR director fears the situation will eventually result in both negative relations among current employees as well as future recruiting challenges. What is the best approach for the HR director to take to communicate concerns about the salary structure to senior leadership? A. Send an e-mail to leadership explaining the potential for legal concerns with the current practices. B. Meet first with one member of the leadership team to get buy-in on ideas before meeting with the entire team. C. Deliver a presentation outlining potential steps to address the issues and ask for leadership's input. D. Draft a report that provides detailed evidence supporting the implementation of a salary structure.

C. Deliver a presentation outlining potential steps to address the issues and ask for leadership's input.

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 analyzing representation, hiring, and retention as well as labor market data for these functions to benchmark gaps D. By surveying these populations to understand why each gender is not applying for jobs in the underrepresented departments

C. 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.

What are key reasons for approaching diversity and inclusion as a comprehensive, organization-wide strategic initiative? A. Avoiding short-term solutions, increasing the initiative's budget, and capitalizing on global HR's tactical strengths B. Promoting HR's cost-effective global strategic capabilities and incorporating the widest possible range of solutions C. Prioritizing to allow for its complexity and addressing organizational resistance to change D. Simplifying global expansion while addressing the range of local compliance issues and interdepartmental conflicts

C. Diversity and inclusion efforts require an organization-wide, comprehensive strategic initiative. Otherwise, they will always have a lower priority than more immediate concerns. Diversity and inclusion involves major organizational change, and change is hard.

Which of the following is a potential advantage of a heterogeneous global team? A. There is less confusion about roles and leadership of the team. B. There is less potential for miscommunication. C More creative ideas are produced over time. D. More time is needed to manage cultural differences.

C. Diversity in the workplace means that a company's workforce includes people of varying gender, age, religion, race, ethnicity, cultural background, languages, education, abilities, etc. Diversity in the workplace leads to increased creativity and wealth of perspectives.

Research suggests that several major decisions by employers have greater than 50% fail rate. Which of the following strategies may HR employ to improve this decision-making metric? a. Place greater emphasis on cultural intelligence and experience when hiring or promoting to leadership b. Use in-box exercises to measure the quality and priority of management decision-making abilities c. Train managers to employ strategies such has "consider the opposite" when making decisions d. Focus on generating decision-making trees for complicated processes

C. Effective decision-making strategies continues to emerge as a critical responsibility for HR. Training managers to use tools, such as considering a handful of opposite outcomes, can aid in decreasing decision-making bias and errors. Complex decision-making tools tend to be narrow; delving deeper into existing hiring practices do not necessarily result in an increased quality in decisions that impact organizational performance

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 or 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. Because the leader keeps the focus on work, there will be fewer performance problems and team conflicts. B. The team will develop a deep loyalty to the leader, based on her unfailing professionalism and lack of intrusiveness. C. The team may function adequately but may not have a sense of trust in the leader that is useful in challenging times. D. The leader is not providing sufficient direction. Eventually, the team will become unproductive and possibly dysfunctional.

C. 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 individual can an employer request to take a polygraph test? A. Recovering alcoholic who is seeking a post as a newspaper reporter. B. Employee applying for a high-profile public relations position. C. Accountant whose department is under scrutiny for embezzlement. D. Clerical employee who has entered treatment for substance abuse.

C. Employees reasonably suspected of involvement in a workplace incident resulting in economic loss to the employer's business may be tested under one of the limited exemptions in the Employee Polygraph Protection Act. As the accountant may reasonably be suspected of participating in the embezzlement, he or she may be tested under the act.

Which should a department manager implement if he is interested in knowing how he can best support each employee's scope of work to improve performance and retention? A. Informal mentoring B. 360-degree assessment C. Stay interview D. Job shadowing

C. Employers often conduct stay interviews as a retention tool to keep good employees from jumping ship. Unlike exit interviews, which amount to autopsies of why an employee is leaving, stay interviews are conducted during employment to help employers ascertain why good employees stay and what might make them leave. It's important to listen and gather ideas from an employee about how a manager and the organization can retain him or her.

To maximize senior leadership action supporting engagement survey results, which is the most important message for the HR manager to deliver? A. Recommend conducting a second engagement survey which can either support or refute the results of the previous one. B. Share key information that the leadership can commit to addressing the quickest. C. Advise leadership to acknowledge strengths and weaknesses which identify priority focus areas. D. Compare the organization's scores to those of other organizations to identify if a problem really exists.

C. Employers that acknowledge the full results of the survey, both strengths and weaknesses, find that trust amongst employees increases due to transparency.

Sandy is 15 years old and a sophomore at Central High School. She gets a job at the local hamburger drive-in. Her boss says he needs her to work the following schedule during the Spring Break week: 4 hours at lunch time every day, 9 hours on Saturday, and 6 hours on Sunday. Is that schedule acceptable for Sandy given that she has a work permit from the school? A. Because it is a school vacation week, there are no restrictions on that hours that Sandy can work B. Only state laws impact what hours Sandy can work because it happens during a vacation week C. Federal law says Sandy cannot work more than 8 hours a day when it is a vacation week D. Because Sandy won't be working more than 0 hours for the week, there is no problem.

C. Federal law says Sandy cannot work more than 8 hours a day when it is a vacation week

A small construction firm is considering a proposal to outsource one of its HR activities to a third party. The company is subject to prevailing wage orders and job costing as part of its payroll practices. It currently has an assistant to the CEO who is generally in charge of recruiting and selection, along with the maintenance of employee personnel files. In matters of training, they have a matrix that tracks what training is due and when it must be completed. The COD is in charge of all strategic planning. Which of these tasks would you recommend they outsource? a. Payroll b. Staffing c. Training activities d. Strategic planning

C. For small businesses, any task related to daily operations or responsibilities that could compromise the company's competitive advantage should be kept in house. Additionally, it is unlikely that a small business has in-house resources who are experts in all aspects of the required training topics (safety, harassment prevention, HR policies, labor law). For these reasons, outsourcing training activities is the best choice

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. Gender has become the critical diversity dimension in today's global market. B. In a global organization, cultural diversity offers the greatest strategic advantage. C. Each individual is multidimensional, and each diversity dimension influences the others. D. Organizational dimensions are ultimately the most significant in employee relations.

C. 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.

Which is an underlying rationale for the four-layer model of diversity? A. It assists organizations in determining each employee's identity group. B. It enables organizations to more easily comply with local diversity quotas. C. It assists in understanding the range and complexity of diversity issues. D. It limits the range of diversity dimensions an organization must consider.

C. Gardenswartz and Rowe's model attempts to provide a thorough, inclusive definition of diversity. It offers a useful framework for understanding the range and complexity of diversity issues. Perhaps the greatest benefit of this model is that it underscores the fact that we are all multidimensional.

A company has undergone downsizing, an organizational restructure, and the creation of a new business model to be set up for renewal. HR works with management to increase employee support of the changes, which critical issue should be the initial focus? A. Skills and knowledge B. Job requirements and design C. Attitudes and perceptions D. Aptitude and ability

C. HR professionals can contribute a more in-depth and detailed picture of how people will be affected by changes, how they are likely to react, and what they need to come through to the other side of the change. Organizational change is unsuccessful if employees have negative attitudes and perceptions toward the change. Prior to implementing any organizational development initiatives, HR must understand the level of resistance to the upcoming change and must plan for ways to deal with it.

The financial institution for which you are the regional HR manager has recently come under fire for potentially unethical business practices by its Portfolio Managers (PM). The HR tam has been tasked with identifying complicit employees and to help find evidence of any breaches in conduct. Which tools would prove most useful to you in completing this request? a. Interviewing all PMs to assess their conduct and asking them to justify any personal trading rule violations b. Conducting a deep dive into the trades that resulted in net profits above the threshold set by the compliance department. c. Working with the IT to build an algorithm to search for employees who skipped compliance training and processed flagged transactions d. Tasking portfolio managers with flagging suspected individuals and providing documentation of wrongdoing

C. HR technology is rapidly moving beyond what was once only the transactional work of HR. This includes the application of data mining capabilities that servemany HR outcomes. In this case, HR may work with the IT department to build a search based on the behavioral factors of typical rogue employees. This allows for a broad focus with narrowed outcomes that will most likely identify any problem employees.

The IT function wants to implement a new technology policy as a result of improper technology use. Senior leaders are hesitant about supporting another policy. Which recommendation should HR make to encourage support of a technology use policy? A. Monitoring technology use would no longer be needed. B. Implementing the policy will eliminate technology concerns. C. Reputation risk will be reduced while productivity will increase. D. The policy should address only the use of organization-owned equipment.

C. HR, along with other members of the organization, has a responsibility to do what it can within its area of authority and expertise to help the organization manage potential risks. A technology use policy could help decrease the organization's legal liability in the event of misuse of e-mail communication, with its attendant economic and noneconomic costs (e.g., tarnished image, damaged relations with external groups). A comprehensive policy will also address the use of organization-owned and personal equipment to access information.

An emerging trend during the annual employee survey is employees do not have any interaction with leadership and feel disconnected from organizational goals. What process is lacking at this organization? A. HR process planning B. Onboarding and new hire orientation C. Performance management D. Employee life-cycle management

C. Having little interaction with leadership and feeling that one's work is not important to the organization are symptoms of a poor performance management process. Although the remaining answer choices could also be lacking, performance management is the only possible answer that could solve the problems that the employees shared in the survey.

A manager adjusts their leadership style to what is necessary for each employee depending on the employee's job and maturity. Which leadership theory is the manager following? A. Fiedler's contingency theory B. Blake-Mouton's managerial theory C. Hersey-Blanchard's situational theory D. Transformational leadership theory

C. Hersey-Blanchard's situational theory. Situational leadership theories emphasize that no single leadership style fits all needs. The question describes the Hersey-Blanchard approach in action: A leader adjusts their style to be most effective for a specific employee's psychological and job maturity. In contrast, Fiedler's contingency theory states that different situations (not employees) require different leadership styles. These situations are distinguished by the level of trust the leader has within the group, the clarity of the task to be performed, and the position power that the leader wields over the group.

A CEO prides herself on cutting costs that do not have measurable benefits or a perceived value to the organization's financial success. She is now threatening to cut funding to employee engagement initiatives. Which is the best way for HR to demonstrate return on investment of employee engagement budgets? A. Ask the CEO to demonstrate how eliminating employee engagement will boost profits. B. Tie the investments made in employee engagement to laying the groundwork for profitability. C. Tie the investments made in employee engagement back to the profitability of the company. D. Agree to stop all employee engagement efforts and measure what happens.

C. If the CEO's complaint is that employee engagement provides no benefits, HR must be prepared to defend the budget by demonstrating the return on employee engagement dollars. There is no specific calculation for measuring engagement, but engaged employees can result in increases in income associated with increased productivity and decreased expenses. Looking at employee absence rates, workers' compensation rates, and voluntary turnover rates (and the associated costs with training new employees to replace departing employees) can also help demonstrate return on investment for employee engagement efforts.

A high-performing employee is unexpectedly absent, and no other employees know how to handle the absent employee's responsibilities. As a result, several compliance deadlines are missed, and the organization loses a large account. Which action should the company consider taking to reduce this type of negative impact in the future? A. Revise the strategic workforce plan. B. Update job descriptions to include all tasks. C. Implement knowledge retention technology. D. Require advanced notice of all absences.

C. Implementing knowledge retention technology is correct because it can store necessary knowledge and information; therefore, when an employee is absent or leaves the organization, the knowledge isn't lost. Requiring advanced notice doesn't guarantee that someone won't need unexpected time off. Strategic workforce planning doesn't address this type of situation, and job descriptions may state the duties but not how they are accomplished.

When revising the current corporate policy on employer rights, which is the best statement to consider? A. Employers have the right to seek legal action for violation of workplace rules and policies. B. Employer rights are limited by the extent to which governments and labor groups contest them. C. Employers are entitled to protect their assets and to benefit from work performed by employees. D. Employers may develop and enforce workplace rules.

C. In general, an employer can protect the organization's assets from damage and can benefit from work performed by employees unless contracts define other arrangements.

Which of the following conflict resolution modes can be seen as win/win conflict resolution? A. Assert B. Accommodate C. Collaborate D. Compromise

C. In the collaborate mode, both sides work together to identify a third or new solution to the conflict. Since both sides contribute, this can be seen as win/win conflict resolution.

When Bharathi applied for the job of consumer research analyst with a conglomerate, she participated in all the testing the organization used in its selection process. She scored low in her personal interview but scored high on her mathematical abilities and cognitive reasoning tests. She was hired by the organization even though she did poorly in one of its selection processes because the company used a _____ approach in synthesizing applicant test results and choosing its new employees. a. Combined b. multiple-hurdle c. compensatory d. multiple cutoff

C. In the compensatory model, the test is administered to applicants, no cutoffs are used, and applicants can compensate for poor performance on some tests by doing exceptionally well on other tests.

Which best describes a global company with a polycentric approach to globalization? A) Global policies are adopted and implemented at local-country levels. B) Cultural norms and compensation are reviewed and implemented by headquarters. C) Local cultural and legal compensation norms are understood and implemented. D) Headquarters compensation policies are modified for legal compliance only.

C. In the polycentric orientation, entities are allowed a large measure of independence as long as they are profitable and may adapt to local culture and legal compliance as needed.

What is the advantage of an integrated information system? A. More intuitive interface design B. Greater security C. Reduced work and errors D. Support of mobile users

C. Integrated systems allow users to access data across the organization's or function's systems. While the major advantage is improved analysis and decision making, integration also means less work retrieving and transcribing data and fewer mistakes in the process. Integration may actually increase risk if a security breach occurs. Intuitive interface design and mobile use occur with or without integration.

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) Advise the board not to offer more than a certain percentage increase in compensation. B) Survey other senior leaders to see if they know any issues that could be used as negotiating leverage. C) Give the board an accurate picture of the costs and opportunities associated with replacing the CEO. D) Encourage the board to practice principled negotiations even if the CEO chooses brinkmanship tactics.

C. 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.

Which of the following reflects the changing nature of the employment relationship? a. Employees expect to be paid higher wages as the economy recovers b. The psychological contract no longer applies c. Technology is changing how, and by whom, work gets done d. Scientific research about the workplace is playing a larger role in organizational design

C. Job opportunities in freelance and the rise of the "gig" economy (made available through technology) have contributed to much more work being done outside the workplace, either full-time or in a part-time remote capacity. Studies also indicate that more than 40 percent of companies have a contingent workforce, with talent moving in and out of organizations much more freely than in the past

What job posting element most describes the applicant's necessary experience, education, training, licenses, and certifications? A. Job descriptions B. Job guidelines C. Job specifications D. Job competencies

C. Job specifications are the minimum qualifications necessary to perform a job. The job description includes the specifications (experience, education, training, licenses, certifications, and so on). Job competencies are the highly interrelated attributes (including knowledge, skills, and abilities) that give rise to the behaviors needed to perform a given job effectively.

In the 21st century, HR must be able to plan for and address which of the following demographic conditions? a. Uncertain labor law interpretations b. Economic volatility c. Labor shortages across the globe d. Supplier compliance with human right agreements

C. Labor shortages due to changing demographics have placed talent management and mobility at the front of the line for 21st-century HR managers. Shortages are predicted in countries such as the United States and Japan, whereas surpluses are predicted in countries such as India and South Africa

HR has identified the need to increase staffing efficiency in order to meet the needs of the organization as it continues to grow. HR particularly wants to reduce search time and time to fill and improve the analysis of the quality of the candidates. Which is the best way to achieve the targets set by HR? A. Use social media to recruit and screen the majority of candidates. B. Rewrite job descriptions to create searchable descriptions. C. Leverage predictive analytics to analyze and place candidates more accurately. D. Focus on engaging and retaining current employees instead of hiring new ones.

C. Leveraged efficiently, predictive analytics can improve the analysis of the quality of candidates.

Two years ago, a growing 250-person IT company was acquired by a global 10,000-person consulting firm. Prior to being acquired, the IT company had a strong, clearly identified culture that the employees were very invested in. The company consistently won "Best Place to Work" awards, and employee turnover was very low. In the first two years after the acquisition, the IT company continued operating fairly autonomously and kept its identity, with the company's founder serving as its president. However, recently the consulting firm has begun integrating the IT company into its operating functions, which has included major policy changes, financial controls, and staffing reductions for the IT company. This has created a very adversarial relationship between the two groups. Employee morale at the IT company has plummeted, and turnover has increased significantly. Furthermore, employees from the IT company feel that the information sharing from the consulting firm is very poor. The consulting firm's executive management is becoming frustrated with the staff from the IT company and views them as complainers. The executive team in the consulting firm asks its chief human resources officer (CHRO) to address these issues. Specifically, the CHRO has been asked to find ways to improve employee morale, sharply reduce turnover, and integrate the IT company staff into the larger company. Which action should the CHRO take first to address the executive team's request? A. Organize a time for the executive team to visit the IT company to tour it and meet with individual teams. B. Conduct a company-wide meeting with the IT company for employees to ask questions of the CHRO. C. Meet with senior leaders in the IT company to discuss their concerns about the current situation. D. Meet with IT company managers in one-on-one interviews to discuss the reasons their employees are leaving.

C. Meet with senior leaders in the IT company to discuss their concerns about the current situation.

Two years ago, a growing 250-person IT company was acquired by a global 10,000-person consulting firm. Prior to being acquired, the IT company had a strong, clearly identified culture that the employees were very invested in. The company consistently won "Best Place to Work" awards, and employee turnover was very low. In the first two years after the acquisition, the IT company continued operating fairly autonomously and kept its identity, with the company's founder serving as its president. However, recently the consulting firm has begun integrating the IT company into its operating functions, which has included major policy changes, financial controls, and staffing reductions for the IT company. This has created a very adversarial relationship between the two groups. Employee morale at the IT company has plummeted, and turnover has increased significantly. Furthermore, employees from the IT company feel that the information sharing from the consulting firm is very poor. The consulting firm's executive management is becoming frustrated with the staff from the IT company and views them as complainers. The executive team in the consulting firm asks its chief human resources officer (CHRO) to address these issues. Specifically, the CHRO has been asked to find ways to improve employee morale, sharply reduce turnover, and integrate the IT company staff into the larger company. The CEO tells the CHRO of a heated argument he had with the president of the IT company. The CHRO is concerned that the president of the IT company may resign, which would likely lead to many other employees leaving. What should the CHRO do? A. Ask the CEO to hold an emergency executive team meeting to discuss the IT company. B. Hire a professional mediator to facilitate a discussion between the CEO and the president of the IT company. C. Meet with the CEO to explain her concerns and brainstorm possible paths forward. D. Suggest to the CEO that bonuses be offered to all IT company employees who stay for the next year.

C. Meet with the CEO to explain her concerns and brainstorm possible paths forward.

Which of the following employees would be categorized as a non-exempt employee? A. A manager at an auto mechanic shop who spends approximately 20% of his/her time always working on cars B. An accountant who spends 70% of the time working on tax preparation for clients C. An inside salesperson who spends 60% of the time performing contract administration D. A purchasing agent who spends 60% of the time evaluating and then making purchases from vendors' proposals

C. Note that the employee in option C is an inside salesperson and performs basic administrative tasks (not an outside sales exemption). FLSA provides an exemption from both minimum wage and overtime pay for employees employed as bona fide executive, administrative, professional and outside sales employees. Section 13(a)(1) and Section 13(a)(17) also exempt certain computer employees. To qualify for exemption, employees generally must meet certain tests regarding their job duties and be paid on a salary basis at not less than $684* per week. Job titles do not determine exempt status. In order for an exemption to apply, an employee's specific job duties and salary must meet all the requirements of the Department's regulations. The exemptions for executive, administrative, professional, and computer employees, and for more information on the salary basis requirement. Outside Sales Exemption -To qualify for the outside sales employee exemption, all of the following tests must be met:• The employee's primary duty must be making sales (as defined in the FLSA), or obtaining orders or contracts for services or for the use of facilities for which a consideration will be paid by the client or customer; and the employee must be customarily and regularly engaged away from the employer's place or places of business. The salary requirements of the regulation do not apply to the outside sales exemption.

During a workforce planning session, it was identified that many of the sales employees do not have the necessary skills to achieve the company's growth target. HR must first do what to address this gap? a. Design training programs that will transfer the necessary skills b. Design compensation systems to reward employees who demonstrate the desired skills c. Build a business case to gain senior management approval to design programs that will address the skills gap d. Identify poor performers and create an exit strategy that minimizes risk

C. Note that the needs identification (which is often the first step) has been carried out during the workforce planning session in which gaps in worker skillsets have been identified. The next step will be to build a business case for senior executives that will convince them that interventions are necessary to achieve the desired outcomes. Factors to include are the cost and return on investment of the intervention, with a direct link to the bottom line -as well as the risk of not acting

Scenario: A company experienced a high degree of turnover during the past year. Senior leadership is worried about the level of turnover and worried that HR is not moving fast enough to fill these positions. The hiring manager says that the applicant pool has been weak lately and they have had trouble finding qualified candidates to hire from within the pool which HR provides. HR has relied heavily on recruiting by word of mouth, which in the past has generated applicants that fit the company's culture. The award for referrals that result in hiring has also been popular with employees. What would be the most effective step to avoid unwanted turnover in the future? A. Develop and administer an employee satisfaction survey that solicits candid feedback about employee perceptions B. Schedule meetings with senior managers to discuss the impact turnover has had on the business and create a strategy to prevent future turnover C. Implement team building activities to foster a collaborative work environment. D. Conduct interviews with senior leaders about why they think turnover at the organization is so high

C. Note that the question states "most effective step". Implementation has to do with the execution of the team building initiative. This action-oriented step is a more effective option than administering surveys or scheduling meetings

The global HR director at a multinational manufacturing company receives a complaint from an employee working in an overseas operations center. The complaint alleges that the employee was unfairly denied a promotion for an open team lead position and was treated inappropriately by the on-site HR manager. According to the complaint, the employee reported the promotion issue to the on-site HR manager, who responded by inviting the employee to meet over lunch. Instead of resolving the issue, the HR manager forced the employee to pay for their lunch bill and to buy the manager a new pair of expensive shoes. A few days later, the employee's supervisor placed the employee on a performance improvement plan based solely on the HR manager's recommendation. After reviewing the complaint, the HR director reviews the employee's personnel file but does not find any record of performance issues in the past. In addition, there are no prior reports from other employees in the operations center indicating that the on-site HR manager has a history of inappropriate behavior. What should the HR director do to establish credibility with the employee on behalf of the global HR team? A. Contact the on-site HR manager to gather more facts about the employee's allegations. B. Contact the senior leaders at the operations center to report the employee's allegations. C. Notify the employee that HR will take all appropriate actions to resolve the complaint quickly. D. Schedule interviews with other staff at the operations center to obtain feedback about the employee's performance.

C. Notify the employee that HR will take all appropriate actions to resolve the complaint quickly.

Scenario: A 170-employee manufacturing company has won a $3 million government contract and must produce 60,000 aircraft parts over the next three months. Presently, the production department runs two shifts and utilizes 60 skilled workers per shift. Normal production for the company is 50,000 parts per month. The company must maintain current production and fulfill the new order. Currently, it has 10,000 parts in inventory. Because the company is a government contractor, it is required to; a. abide EEOC requirements in all its selection procedures b. allow employees to view the information in their personnel files c. have a formal affirmative action plan d. establish a quota system for hiring minority employees

C. OFCCP administers and enforces the three equal employment opportunity mandates -EO 11246, Section 503 of the Rehabilitation Act and Vietnam Era Veterans' Readjustment Assistance Act (VEVRAA). Generally, these mandates protect workers from discrimination and require companies doing business with the federal government to take certain affirmative steps to ensure equal employment opportunity. However, these mandates only apply to companies that have entered into federal contracts or subcontracts that meet specific dollar thresholds

What is a key responsibility of the operations function in an organization? A. Ensuring that the product is priced profitably B. Communicating the benefits of the product to customers C. Determining the ability of the company to meet product demand D. Deciding which features and benefits will appeal to customers

C. Operations departments are concerned with their ability to produce top-quality product that meets the demands of the marketplace. The operations department sets detailed time estimates that allow it to determine its capacity (ability to produce product). Based on forecasts, the operations department develops a schedule that allows it to operate at capacity.

In an effort to sustain change, how can HR ensure a positive relationship between strategy and organizational culture? A. Use culture to impact only employee engagement, not strategy creation. B. Recommend that the organization resist the development of subcultures. C. Align culture and strategy for maximum effectiveness. D. Allow conflict to occur within the organizational culture to prevent stagnation.

C. Organizational culture is a lever that can increase or decrease strategic effectiveness, depending on whether culture and strategy are aligned. HR provides leadership with a structural diagnosis, identifies gaps and conflicts, and develops change initiatives. Conflict does not always produce innovation. There may be multiple subcultures, even in the most effective organizations.

Why is HR well positioned to serve as a cross-functional bridge? A. HR is expert in laws and regulations in all its areas of operation. B. HR is located in all business units and understands the global business. C. HR can affect the ability of each function to produce value. D. HR gathers, stores, and controls access to all employee data.

C. Organizations today realize that the most effective strategies are not driven by a single function, such as marketing/sales or operations, but are produced by cross-functional collaboration. Because HR participates in the strategic planning process for the organization, HR also understands the specific challenges each function faces. Possession of employee and performance data is part of the picture; the more important parts of the picture are the business understanding and HR expertise that can analyze and use that data. Not all HR functions are located in business units; some may be headquarter-based. While HR is familiar with local laws and regulations, it is not expert; this is the role of legal experts.

A natural disaster results in a major disruption to a country's manufacturing of goods that are exported worldwide. Far-reaching effects to other countries include disruption of global supply chains, changes to import policies, and new regulations. What term best describes this kind of breadth of effects? A. Global integration B. Hyperconnectivity C. Political, economic, social, technological, legal, and environmental (PESTLE) D. Geocentric

C. PESTLE describes the convergence of political, economic, social, technological, legal, and environmental forces. Global integration emphasizes consistency of approach, standardization of processes, and a common corporate culture across global operations. Hyperconnectivity is the increasing digital interconnection of people and things. Geocentric refers to a type of multinational corporation.

An international organization is creating a new position that will be implemented simultaneously in several countries. The HR VP wants to make sure that the organization is able to attract talented, qualified individuals in every location. What can the HR VP do to help ensure that they are able to do so? A. Write different job descriptions for each location, emphasizing parts of the job that will attract interest in the given location. B. Implement a signing bonus in countries the HR VP is concerned about to create immediate interest. C. Perform a compensation study to ensure that the salary meets market expectations in each location. D. Implement the position and collect applicant data for each location, and base new incentives on that information.

C. Performing a compensation study based on a consistent job description is the best way to ensure that the position will attract the desired number of qualified candidates in each location.

A vice president of HR recently completed a SWOT assessment for the organization's CEO. A major part of her conclusions is that employee morale is at a crisis point. The last employee engagement survey was conducted four years ago, with negative feedback in all areas, particularly about trust and respect for supervisors and management. Employees did give high marks to the company's senior management, especially the CEO, who employees feel is an inspiring, visionary leader who sincerely cares about them. The vice president decides that the best way to improve morale and employee relations throughout the company is to administer a new employee engagement survey and use the previous results as a baseline for data comparisons to assess changes. The CEO supports the action plan. Following a very strong return rate of more than 80%, the vice president of HR distributes the new employee engagement survey results for each department to the department directors for sharing and action planning with their teams. What should the vice president instruct the department heads to do next? A. No other action is needed after the department heads receive the results. B. Let the department heads decide what approach is best for their departments, since they know their people best and how to proceed on preparing prioritized action plans. C. Provide a template that each department head can use that will identify the top three prioritized action items for each department and the number-one area of concern employees feel the CEO must address. D. Let the department heads know that HR will develop a process and distribute it at a later time.

C. Provide a template that each department head can use that will identify the top three prioritized action items for each department and the number-one area of concern employees feel the CEO must address.

Which situation is most likely to cause reverse culture shock? A. Reminders of home while on assignment B. Unwelcoming host-country coworkers C. Repatriation without enough notice D. Unexpected change in host-country leadership

C. Repatriation without enough notice can cause reverse culture shock. (Conversely, providing plenty of advance notice can reduce reverse culture shock.) The other answer choices may impact culture shock when the employee first arrives in a different country, but reverse culture shock occurs after repatriation to home country.

The chief human resources officer (CHRO) at a publicly traded company is well-liked and respected. Direct reports consistently report satisfaction with the CHRO's leadership and voluntary investment in their professional development. A favorite activity among the direct reports is the long-standing monthly coaching sessions with the CHRO at an off-site coffee shop. The CHRO pays for coffee and food during the coaching sessions and also purchases extra food items and coffee to bring back to the HR office. These meetings are conversational only and are linked to career planning and succession management. A new HR director joined the HR team 45 days ago to train as the CHRO's successor. During their first one-on-one coaching session, the HR director finds it easy to confide in the CHRO and quickly establishes trust. The HR director is impressed by the CHRO's insistence on paying for their coffee and food items. The HR director later discovers that the CHRO expenses the cost of food and drink to HR's cost center while receiving customer incentive rewards from the store that can be used to obtain free coffee. Having just completed the company's code of conduct and ethics training, the HR director believes that this practice represents a conflict of interest. The company budget for professional development is minimal, which is why the CHRO voluntarily provides coaching. What should the HR director do to persuade the company's executive team to increase professional development investment? A. Convene a task force composed of HR staff to evaluate how employees are being developed across the company. B. Hire a third-party consultant to provide recommendations to the executive team on effective professional development policies. C. Schedule a meeting with the CEO to discuss the executive team's priorities and goals for professional development. D. Schedule a meeting with the CEO to design and develop a leadership development university for the entire organization.

C. Schedule a meeting with the CEO to discuss the executive team's priorities and goals for professional development.

What advice should HR offer management to prevent an industrial action? A. Agree to an across-the-board wage increase for the workforce. B. Dismiss all open grievances that have been filed against the organization. C. Seek the input of employees during the creation of a layoff policy. D. Question workers on the possibility of a strike at a subsidiary.

C. Seeking the input of employees helps foster understanding and buy-in and helps prevent the union from opposing the way workers are identified for downsizing. Dismissing all open grievances does not resolve the issues that gave rise to the grievances. Agreeing to a wage increase may not address the reason for the industrial action and may cause other issues if the organization cannot support the wage increase. Questioning workers on union activity is an unfair labor practice.

A manager observes his employee violate company policy by not wearing personal protective equipment (PPE). Records show the employee received training. Which action should the manager take to address the violation? A. The manager meets with the employee as soon as possible and verbally advises the employee to wear PPE. B. The manager calls the employee and asks why the employee has not been wearing the required PPE. C. The manager prepares a performance correction incident report and meets with the employee as soon as possible. D. The manager sends an e-mail to the employee advising the employee to wear PPE as required.

C. Since the infraction involves safety, an immediate response is required. In the meeting, employee due process must be followed by allowing for comment.

An organization's vision is to enhance interrelationships between functions. Which objective would be the best addition to HR's business plan? A. Establish high-level contacts with all departments. B. Train HR managers in teamwork principles. C. Assign specific HR staff as a resource to each function. D. Assess other functions' perceptions and understanding of HR.

C. Since the organization is committed to enhanced collaboration among functions, the best objective is to implement a project in which HR staff can integrate with other functions, providing HR perspective and support and, at the same time, learning from the other functions. Assessing attitudes will not accomplish integration. Knowledge of teamwork without knowledge of other functions' processes and challenges will not be effective either. Establishing connections at higher levels may facilitate integration initiatives but will not be sufficient to bring about organizational change.

A new HR director with a manufacturing firm is completing a new-hire rotational training program. The director spends six months in three departments: manufacturing, finance, and facility services. During the rotation, the HR director works closely with the leadership team in each department to complete a recruiting needs assessment. During the finance rotation, the HR director learns that the finance director has a close working relationship with a recruiting firm in which the owner is a former employee with significant knowledge of the organization. However, the current time-to-fill ratio and turnaround time for the firm are below average. The HR director carefully reviews the current recruiting strategies and decides to begin a search for a primary vendor partner for recruitment services. The HR director sets a goal to present a list of finalists with a final recommendation at the next quarterly executive leadership meeting. What data should the HR director present at the meeting to best support the selection of a new primary recruiting vendor? A. Outline of the RFP responses from each of three finalists, with a summary to support the final selection B. Data collected during the needs assessment, with input from each department lead on the importance of each need C. Strategic objectives and criteria along with a summary of each vendor's capabilities and ability to fulfill needs D. Pros and cons of partnership with each of three finalists, along with the final recommendation

C. Strategic objectives and criteria along with a summary of each vendor's capabilities and ability to fulfill needs

What is true regarding a recommendation policy under the ADA? A. The ADA does not have a specific list of illnesses or medical conditions for which an accommodation must be made. B. If an employee with an illness or medical condition can work from home, he or she must be provided that accommodation. C. An accommodation is considered reasonable if it does not pose an undue hardship on a company. D. Reasonable accommodations costing less than $25,000 are required.

C. The ADA is a civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs. Accommodations are considered reasonable if they do not pose an undue hardship on an employer.

The Human Resource function can best contribute to organizational product innovation by; A. Deploying HR specialists to the Research and Development function B. Implementing a forced distribution performance appraisal program C. Implementing competency-based selection methods D. Boosting creative employment branding

C. The HR function can best contribute to organizational product innovation by developing competency-based selection methods

How should an HR manager handle complaints that a well-performing HR employee often ignores or delays responding to requests? A. Wait until the employee's performance review to discuss the issues in depth. B. Encourage requests for the employee to be sent to the manager directly. C. Immediately address the issues, set expectations, and monitor performance. D. Ask the employee to lunch and mention the issue in a non-threatening way.

C. The HR manager should immediately explain to the individual the disconnect between poor communication and the organization's core values. The importance of the issue merits a prompt response rather than avoidance, and a more formal discussion, rather than a casual mention over lunch. One of the benefits of addressing the issue now is that it can be revisited during the regular performance review to assess the employee's improvement in this area.

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) Compare the present HR head count with staffing levels from ten years ago. B) Defend the HR department to the CEO, pointing out its successful metrics. C) Examine the recruiting and hiring process for inefficiencies. D) Develop a service level agreement with the hiring managers as a commitment to improve service

C. 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 toimprove its level of customer service

It would be a ULP to -----during the unionization process. a. forbid distribution of union literature during work hours and in work areas. b. tell the employees the disadvantages of having a union. c. promise employees pay increases if they vote against the union. d. discipline an employee who violated company policy

C. The National Labor Relations Board (NLRB) has outlined a number of areas that may be construed as unfair labor practices (ULPs). One method that can be used to guide and help prevent ULPs is the acronym, "TIPS," which stands for Threaten, Interrogate, Promise, or Spy -these are activities which employers are not allowed to engage in

It is discovered that an employee misrepresented his education credentials when he applied for his current position. The organization wants to terminate this employee. Which document in the employee's record should the organization use as a basis to justify terminating him for this reason? A. Resume or curriculum vitae (CV) B. Annual performance review C. Application form D. Criminal history background check

C. The application form serves as verification that the information submitted is truthful. Resumes or CVs do not include this verification. Both performance reviews and criminal history background checks are not related to the employee's infraction.

The food retail company you work for has established a goal of 10,000 online food orders annually; but its current annual rate of food orders is 3,000. The CEO is dissatisfied with the company's current measurement tool, telling you that it is "too focused on projects, procedures and processes, and not focused enough on overall results." Based on his feedback, which measurement tool should you recommend? a. Key performance indicators b. Critical success factors c. A balanced score card d. A strategic plan

C. The balanced scorecard is a tool that companies use when they need to report on a diverse set of tangible and intangible performance measures. A balanced scorecard will analyze not only financial performance, but also business processes, customer feedback, and learning and growth activities as well

The executive management team is seeking a HR tool that tied financial and customer results to the key internal practices that either support or hinder positive outcomes. Which of the following tools is the best recommendation? A. Human capital management plan B. Cost-benefit analysis C. Balanced scorecard D. Business impact report

C. The balanced scorecard when used in teh HR function seeks to tie the efforts of human resources to defined measurables, usually financial or customer-based. The desired outcomes are typically defined by the strategic plan, and the scorecard outcomes are typically defined by the strategic plan, and the scorecard measures achievement of these outcomes across departments.

A large hospital has decided to embark on a company-wide upgrade to help improve efficiencies and patient outcomes. As the HR leader, you have been tasked with identifying employee concerns and creating response strategies. Your team conducted multiple focus groups and found that most employers were concerned that the new program would be harder to use and not be customized to where it is different from the current system—employees are struggling to see the point of the change. Based on these findings, which solution should you first recommend to the executive team? a. Ask the software vendor to prepare a report that compares the current system and proposed system features for each department b. Have the executive team hold off on the system implementation until you can conduct change management training for all staff c. Factor employee training and support resources into the overall cost of system implementation d. Make sure the software development team uses employee representatives to customize the useability of each module

C. The best answer is to be sure the executive team has allocated the necessary resources to properly train and support employees. The cost of system implementation will need to be addressed early on and include options to utilize both vendor support and employee knowledge in the design and roll-out phases of the project. This strategy may also provide ongoing support as new hires come onboard and as current employees continue to learn the new system

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. Ask the plant manager to identify risks for assignees. B. Conduct a focus group of interested assignee candidates. C. Contact business colleagues who have posted employees to this country. D. Survey conventional and business press in the assignment country.

C. 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.

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. Present ideas to management about how HR could expand its role within the organization B. Provide testimonials from line managers who could attest to time savings in managing new hires C. Include measures showing the impact of redirecting HR staff time from transactions to consultation D. Explain that the ultimate goal, improved customer service, would not be served by cutting headcount

C. 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.

An organization typically measures the engagement levels of new employees via survey on a monthly basis throughout the first year of employment. The surveys show that engagement levels drop precipitously from initial levels, with engagement dropping throughout the first three months and then stabilizing at an unacceptably low level. Which action can the organization take to best combat the issue? A. Give the new hires a buddy to help them understand the organization during the first month of employment. B. Ask job candidates about engagement at previous jobs and hire only candidates that have better engagement tendencies. C. Create a structured onboarding process that lasts through the first three months of employment. D. Place employees on probation during the first three months of employment to ensure that they stay engaged.

C. The best option is to create a long-lasting onboarding experience that guides new employees through the first three-month period, when engagement levels historically have tended to drop at the organization.

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

C. 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.

How can HR most contribute to an organization's strategy in developing a new product line for its largest customer base? A. By conducting a SWOT analysis as part of the product launch plan. B. By completing an environmental scan of the organization's competitive market. C. By stabilizing the research and development workforce through technology recruiting and retention policies. D. By standardizing department policies and procedures throughout the entire organization.

C. The company will need to rely on its R&D and product development staff to complete the product launch, so focusing attention towards positive recruiting and retention will have the biggest impact. Standardizing policies for the entire organization may result in loss of focus on the key imitative. Conducting a SWOT analysis for the new product launch plan can be beneficial but is a passive contribution. An environmental scan of the competitive market is another passive action that is not as effective as proactive recruitment and retention policy.

Which of the following is true when using a third-party administrator for COBRA claims? A. When using a third-party administrator for COBRA claims, the administrator assumes legal responsibility for compliance. B. It is illegal to use third-party administrators for COBRA claims; they must be handled directly by the employer. C. Even when using a third-party administrator for COBRA claims, the employer retains legal responsibility for compliance. D. The Department of Labor recommends that employers use third-party administrators in order to ensure proper compliance.

C. The employer is legally responsible for complying with COBRA, regardless of whether they use a third-party administrator for claims. When using a third-party administrator, employers should vigilantly monitor reports and documentation provided by the vendor to ensure legal compliance.

At the completion of an HR project, which action demonstrates that the project has been evaluated effectively? A. Administering a survey to obtain input from stakeholders on the impact of the project B. Ensuring that all tasks are completed at the times outlined in the project plan C. Measuring outcomes to determine if targets have been met as planned D. Collaborating with the project team to draft a final communication document

C. The evaluation of a project is complete when the results have been assessed to ensure that the targets or objectives have been met.

Corporate leadership has requested that HR develop an employee engagement strategy for a newly acquired division, and HR follows the model for strategic planning. Which phase in strategic planning will focus on gathering information to create this strategy? A) Development B) Evaluation C) Formulation D) Implementation

C. The first phase in the strategic planning process is strategy formulation, which is followed by strategy development. The other choices are the third and fourth phases in strategic planning.

Which is the best first step a retailer should take to make sure that its products have been ethically produced? A. Publish a code of ethics that includes the behavior of suppliers. B. Make sure that suppliers comply with local labor laws. C. Know the provenance of every component of every product. D. Develop community-based programs to improve living conditions for all.

C. The first step is to know exactly where every "ingredient" in the products it sells comes from, not just what happens at final assembly but in procurement and manufacture of raw ingredients or components. The firm can then assess whether conditions at every stage in the supply chain are truly ethical.

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

C. The formal constructive discipline process may include a verbal reprimand, a written reprimand, suspension, and termination of employment. 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.

An HR Director comes to the VP of HR and complains that the organization has made a verbal commitment to diversity but will not take steps to change recruitment practices. How should the VP of HR approach this situation? A. Ask the manager to be proactive and develop a proposal on ways to address the gaps. B. Explain that, for this stage in the organization's development, a verbal commitment to diversity is sufficient progress. C. Propose to senior management that the organization develop a diversity and inclusion strategy. D. Ask the manager to prepare a report with data showing the gaps in recruiting diverse candidates.

C. The issue here is most likely that the organization has good intentions but lacks clear goals in the area of diversity and inclusion. This leads to a lack of focus on and prioritization of diversity. Creating a diversity and inclusion strategy would commit the organization to certain initiatives and measurable outcomes.

Which initiative enables processes of a newly acquired organization with several industry leading processes to be most cost-effectively shared with all employees? A. Distributing process documentation across the full organization B. Developing new training programs which update the manufacturing processes C. Incorporating the manufacturing processes into the knowledge management system D. Sending subject matter experts to train the workforce at various locations

C. The most cost-effective way for the organization to share these industry-leading manufacturing processes is by incorporating the processes into the knowledge management system. Developing new training will be time consuming and potentially expensive. Distributing the acquired organization's documentation across the organization does not ensure a transfer of the knowledge to the workforce. Using experts may result in inconsistencies in the presentation of the processes and be too cost prohibitive.

Which organization has evolved farthest on the CSR maturity curve? A. An organization reports sustainability results to fulfill local country mandates for reduced carbon emissions. 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. Objectives related to CSR are included in performance management at all levels.

C. 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).

Adult development theorists believe that A. lives and careers are predictably linear B. from early childhood, people have preordained careers. C. lives and careers must be viewed as cycles of structure and transition D. a person's career is the manifestation of the inner values affecting that person's life

C. The only thing constant in life is change. Adult development encompasses the changes that occur in biological and psychological domains of human life from the end of adolescence until the end of one's life. These changes may be gradual or rapid and can reflect positive, negative, or no change from previous levels of functioning.

An organization introducing its first environmentally sustainable product line is in what phase of the sustainability maturity curve? A. Transformation B. Compliance C. Integration D. Values-based

C. The organization is entering the integration phase, in which sustainable practices are integrated into the organization's business practices. Organizations in this phase have redesigned their products or services (to include sustainability benefits) or their processes and procedures (to make the business itself more sustainable).

Which step moves an organization from being multinational to globalized? A. Making acquisitions in other countries B. Implementing cultural awareness and training C. Accommodating a multidirectional flow of ideas D. Establishing international mentorships and assignments

C. The organization's information and knowledge need to be shared among all locations in a globalized organization. Acquisitions in other countries could make an organization multinational, but to become a truly globalized organization, ideas, goods, and products must flow in many directions. Cultural awareness does not focus on action, and international mentorships and assignments focus on individual development toward a global mindset, not organizational globalization.

An HR director has joined a technology company that has a flat structure 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 director has not received sufficient support from the company's senior leadership. B) The organization's culture resists outsiders, and the director must be more patient. C) The director has always used legitimate power to lead his teams, and this team doesn't see leadership in this way. D) It is apparent to the HR team that the HR director lacks technical expertise (expert power) in the organization's business.

C. 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 that comes from position and title. In the new organization, teams may respond better if leaders use referent power, acknowledging the team members' preferences for collaborative and autonomous conditions.

Human resource capital management decisions that build on employee strengths to meet company goals belong in which of the following HR roles? A. Operational B. Administrative C. Strategic D. Global

C. The strategic role of human resources sees to achieve company goals by effectively managing the talent of the workforce. Strategy provides the helicopter view of the organization's operational and administrative work necessary to accomplish company goals.

An HR manager observes a supervisor describing an assignment to a staff person. The supervisor is doing all the talking. The HR manager notes that the staff person looks confused and uncomfortable. What should the HR manager do? A. Talk privately with the staff person about being more assertive in these situations. B. Go to the supervisor's superior and suggest that the supervisor take a communications class. C. Bring up the skill of active listening with the supervisor in a private conversation. D. Don't interfere. The supervisor should not be undermined with his or her staff members.

C. The supervisor could benefit from some feedback, even if it is unsolicited. HR's job is to improve organizational performance, and ensuring that the organization's managers and supervisors know how to conduct two-way conversations will increase the supervisors' effectiveness and staff members' engagement.

Which should an HR director do to encourage continued high performance in a team showing high levels of productivity comprised of members with demonstrated self-direction and initiative? A. Facilitate communication and group decision making. B. Increase levels of engagement and provide coaching. C. Celebrate accomplishments and foster improvement. D. Provide vision and describe team expectations.

C. The team has entered the performing stage of Tuckman's ladder of team development. In this stage, the leader should be monitoring, evaluating, and fostering improvement, and motivating the team by celebrating accomplishments. The other options may be actions the leader should take during the other stages of team development.

A benefits utilization review revealed that a company is paying out $3,200 per year per employee for dental insurance, but only $2,200 per employee is being paid out in claims. T5his activity was probably undertaken as the result of which of the following budget development approaches? A. Historic information budgeting B. Traditional budgeting C. Zero-based budgeting D. Parallel budgeting

C. There are two primary methods for building a budget. The first is to base a budget on historical data and make adjustments in areas where the budget was either exceeded or underutilized. In zero-based budgeting, all expenses must be justified an approved for each new period.

A manager leads a team that is highly diverse. Two team members frequently argue vigorously in meetings about causes and solutions to problems. The manager thinks these exchanges are fueled by ethnic differences. What should the team leader do? A. Reassign one of the problematic team members to another team. The constant conflict is hurting the team. B. Meet with the two members offline and apply conflict resolution techniques. C. Schedule a workshop to focus on improving cultural awareness and communication skills. D. Respect their cultural differences and treat these disagreements as task conflicts.

C. There is evidence that the benefits of a diverse team outweigh the work that the leader and the team may have to invest in learning how to work together. This can be done by improving global perspective (understanding other's cultural perspectives) and communicating more effectively. The conflicts should be addressed because they can be affecting team productivity. Dealing with the individual problem does not address other problems that may be affecting this diverse team. Transferring one team member does not solve the problem.

A manager leads a team that is highly diverse. Two team members frequently argue vigorously in meetings about causes and solutions to problems. The manager thinks these exchanges are fueled by ethnic differences. What should the team leader do? A) Respect their cultural differences and treat these disagreements as task conflicts. B) Meet with the two members offline and apply conflict resolution techniques. C) Schedule a workshop to focus on improving cultural awareness and communication skills. D) Reassign one of the problematic team members to another team. The constant conflict is hurting the team

C. There is evidence that the benefits of a diverse team outweigh the work that the leader and the team may have to invest in learning how to work together. This can be done by improving global perspective (understanding other's cultural perspectives) and communicating more effectively. The conflicts should be addressed because they can be affecting team productivity. Dealing with the individual problem does not address other problems that may be affecting this diverse team. Transferring one team member does not solve the problem.

The Tractor and Belt Company (TBC) doesn't have an HR manager. HR is handled by the payroll clerk. When a new employee is assigned to the Production Department as an assembler, the payroll clerk raises a question. Should the new person be paid the same as all the other employees, all women, in the department, or is it okay to pay her more at her former job? A. There are no restrictions on the amount a new employee can be paid. It is market driven B. The Fair and Decent Treatment Act requires all people doing the same work to be paid the same amount C. There is no restriction on the amount paid because all the incumbents are women D. Once a valid market survey has been done, it an be used to determine starting pay for new people

C. There is no restriction on the amount paid because all the incumbents are women

Mila is in the planning stages of an HR initiative that focuses on providing a catered healthy lunch to all employees each Monday. What is somethin she should focus on during the planning stage? I. Developing a SMART goal to determine why she wants to pursue this initiative and how she will know if it will be successful II. Identifying stakeholders and gathering their opinions on meal types and the value of this initiative III. Surveying employees who attended about how they enjoyed the food served IV. Creating a budget proposal A. I and III B. I, II, and III C. I, II, and IV D. All of the above

C. These are all tasks that should occur during the planning stage of this initiative.

A company recently reduced employee benefits and downsized the unionized workforce in their manufacturing facility while also implementing higher quality standards and increasing weekly production quotas. To ensure business continuity, the HR manager should have a contingency plan for which employee response? A. Lower engagement score B. Social media campaign C. Sit-down strike D. Employee newsletter

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

In the sender-receiver communications model, what is it called when things get in the way of the communication exchange? A. Poor listening B. Blocking C. Noise D. Lack of attention

C. Things that get in the way of the communication exchange are called "noise."

Which approach to conflict management includes peer reviews to advise the organization on disciplinary cases? A. Informal hearing B. Neutral workforce C. Third-party resolution D. Problem-solving committee

C. Third-party resolution (or alternative dispute resolution [ADR]) uses an intermediary to create solutions and dispel conflict. Peer review establishes a panel of employees (or employees and managers) trained to work together to hear and resolve employee complaints and conflicts.

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 should provide the facilities for the vendor's employees if the vendor does not. B) The organization can ignore the concern, as they have no responsibility in regard to the vendor. 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. 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.

The statement "Must possess a working knowledge of customer security requirements and incident investigation" is included in a job description for a security specialist position. What does this best exemplify? A. Success factor B. Performance standard C. Minimum qualification D. Primary duty

C. This statement indicates the minimum knowledge required to perform the job satisfactorily, an example of a minimum qualification.

The educational institution for which you work has a budgeting process in which executive leadership teams up with the VP of Finance to create the annual budget. This is an example of which budgeting approach? a. Zero-based b. Bottom up c. Top-down d. Parallel

C. Top-down budgets are created by senior leadership. It is a process that allows for expense control and the allocation of resources toward strategic projects in addition to regular operations. The disadvantage to this approach is that budgets are established by senior management that may be far removed from the day-to-day operations to have a clear understanding of the need

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

C. Under due process, a system does not act arbitrarily. It treats every individual according to the same terms and conditions of the relevant law.

How does HR demonstrate its value and strengthen its relationships throughout the organization? A) By building stronger relationships with employees and boosting productivity and loyalty B) By being aware of other business functions' strategic objectives and plans C) By understanding the perspectives, challenges, and objectives of internal stakeholders D) By focusing on common core business functions and the way in which to help achieve their goals

C. Understanding—not just awareness—allows HR professionals to identify ways in which HR processes and abilities can help other functions achieve their strategic objectives and plans and, in that way, strengthen the organization's strategic posture

An HR function with multiple locations is considering centralizing its project management expertise in one center. The various HR departments can seek guidance on their projects from HR managers at this center. Which potential risk should management be warned about? A. HR staff embedded in business units will feel more isolated. B. Headquarters will become more isolated from HR realities. C. The center will be underused and its benefits unrealized. D. Costs will increase due to duplication and inefficiencies.

C. Unless the HR function plans to communicate the center's existence and purpose and promote its use, there is a risk that dispersed HR staff will not access this expertise. Once they have lost access to local expertise (which was moved to the center), and if they are not using the centralized expertise, performance may actually suffer. The isolation of headquarters and embedded functions is a matter of communication. A center will not affect costs but should reduce inefficiency in the form of wasted institutional knowledge.

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. Implement instant-messaging software so employees can ask their colleagues for instruction without bothering the help desk. B. Investigate and identify employees who are abusing the help desk function, and ask their managers to address the situation in annual reviews. C. Create an FAQ web page, accessible from the intranet home page, with step-by-step instructions for performing common tasks. D. Hold semiannual refresher courses, taught by the IT department, so employees that need the training can sign up as often as needed.

C. 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.

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) Require that all senior-level managers have experience managing international accounts. B) Create a mentorship program so senior leaders can assist in developing junior leaders. C) Create positions that involve managing operations abroad for leaders to rotate through on two-year assignments. D) Require that all leadership positions moving forward are filled with candidates from other multinational organizations.

C. 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

The CEO of a company with an experienced but aging workforce has tasked HR with developing a succession plan. Which approach is likely to be most effective in sourcing a diverse pool of applicants? A. Developing a competitive employee referral program for highly skilled yet difficult to fill positions B. Providing tenure based bonuses that will improve retention of the current workforce C. Offering a structured mentoring program that offers a clear path of career progression D. Implement a marketing campaign which emphasizes the organization's corporate social responsibility platform

C. Utilizing the experience of an existing workforce through mentoring and offering a path of career progression is the most likely way to secure the next generation of workers. Employee referral programs and marketing toward a CSR strategy may incentivise current workers, but no guarantee of identifying a new generation of talent. Tenure bonuses may reduce turnover and increase retention, but has little impact on a sound succession planning strategy.

Due to the increased use of technology, an organization is considering closing two branches. The HR director completes a job analysis of the company's open positions to determine if there is overlap with the skill sets of employees who would be outplaced in this plan. What role is the HR director demonstrating? A. Administrative B. Executive C. Strategic D. Business partner

C. When HR plays a strategic role, it aligns its activities to the organization's overall strategy and business. An HR business partner works closely with an organization's senior leaders to develop an HR strategy that aligns with the organization's goals. The administrative role involves tasks such as record keeping. Executive can be the level of the role within the organization, but it is not a specific role.

During a period of unprecedented turnover, what action should HR recommend to reduce the high turnover? A. Conduct a benefit analysis to determine if this is the turnover reason. B. Develop a plan for succession to reduce turnover vulnerability. C. Analyze the current workforce to ensure that the current talent meets future needs. D. Identify individuals who can replace current managers and supervisors during vacancies.

C. When an organization experiences unprecedented turnover, it is important to evaluate if the right people are in the right jobs. A supply analysis is the first step in workforce planning and will include a review of the level of turnover and the reasons for it. Demand analysis should show future talent needs. Succession planning and replacement planning are actions taken after the reasons for the turnover are fully understood. A benefit analysis narrowly focuses on only one potential cause for the turnover.

A new HR director is reviewing retention rates and is concerned that the employee engagement plan that was implemented a year ago is ineffective. Which indicator should the director look to when beginning to assess if the employee engagement plan is working? A. Turnover rate compared to the industry average B. Total costs associated with employee turnover C. Current turnover rate compared to previous years D. Turnover rate during the past 12 months

C. When evaluating the effectiveness of a new employee engagement plan, the most valuable indicator to look at is how the turnover rate has changed since the plan was implemented. If the rate has improved, it might indicate that the plan is effective.

Which of the following conditions best reflects a competitive advantage of US employers? a. The United States has the most evolved infrastructure for product transport b. The United States has lower costs of human capital and doing business c. The United States has some of the highest-quality colleges and universities in the world d. The labor force participation rate is increasing at a faster rate in the United States than it is in other countries

C. When researching competitive advantage, U.S. employers must consider the quality of educational institutions within the country and the resulting graduates moving into the labor force. Senior HR professionals should take steps to partner with these institutions where relevant to establish a pipeline of future employees

Which is the best staffing arrangement for an HR team that needs short-term on-site support? A. Payrolling B. Outsourcing C. Cosourcing D. Professional Employer Organization

C. With cosourcing, a third party provides dedicated services to HR, often locating contractors in the HR organization. Outsourcing is a process by which an organization contracts with third-party vendors to provide selected services/activities instead of hiring new employees. A professional employer organization (PEO) is an explicit joint venture, where 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). Payrolling is when an organization identifies specific people and refers them to a staffing firm, which employs them and assigns them to work at the organization. This arrangement is usually at a lower cost than traditional (finite) temporary help.

Which of the following leadership assessment tools offer the highest usefulness and validity at the lowest cost? A. Psychological inventories B. Leaderless group discussions C. Situation judgment tests D. Simulations

C. Work sample tests, situation judgment tests (SJTs), and other tools that require demonstrations of leadership exhibit high validity. However, these also have the highest development costs and, except for SJTs, the highest administration costs.

A multinational organization discovers that more women than men move internally across borders to work; however, more men are being promoted. Additionally, the attrition rate for women is much higher compared to global benchmark data from other organizations. Which process could help HR proactively identify these types of trends and implement corrective measures? A. Replacement planning B. Flexible staffing C. Workforce analysis D. Succession planning

C. Workforce analysis could track internal talent mobility across global divisions, the number of promotions within each of those divisions, and attrition rates, broken down by job position, gender, ethnicity, time with the organization, and myriad other data. In addition to spotting negative talent trends, workforce analysis could also spot high-growth talent trends that could validate HR's acquisition, development, and retention programs.

What could provide insight into the challenge of retaining women managers in an organization? A. Labor market data on the supply of women with specific skills B. Survey and focus group data about employee engagement C. Turnover statistics for men and women in various business units D. Existing job openings and customer surveys

C. Workforce data, including turnover statistics for various categories of employees, can constitute the core of an organizational assessment prior to developing and launching a diversity and inclusion initiative.

Mary has had a bad encounter with her supervisor, Henty. That evening after getting home from work, she pulls out her computer and sends a blistering blog post to her Facebook page. She names her company and her supervisor. She calls him unfair, pigheaded, and without principles. What can the company do about her posting? A. The company can demand that she remove the offensive post. If she doesn't the company can file legal action against her. B. The company can demand that Facebook remove the offensive post. If it doesn't the company can file legal action against Facebook. C. The company is protected against such employee comments by the Fair and Decent Treatment Act and can take disciplinary action against Mary. D. The company is prohibited from any action against Mary because she is engaging in protected concerted activity.

D The company is prohibited from any action against Mary because she is engaging in protected concerted activity.

A biotech seed company has grown by acquiring smaller brands to become the largest firm in the country offering genetically modified grains. The company is now composed of a national brand and 12 regional brands. Over the past five years, the company has invested a large portion of its profits in new research. To recoup its investment, company executives have established steep sales revenue and operating profit goals to support aggressive earnings forecasts. Although revenue has increased consistently for the last five years, neither sales nor profits are meeting expectations to sustain new product research. Tensions are high, because the brands were competitors prior to being acquired and employees are fiercely loyal. In addition, the aggressive sales goals have led to increased complaints of ethics violations by the sales staff. Company executives task the VP of HR with leading a project to redesign the sales incentive plan to increase market share, customer loyalty, and internal collaboration between the different brands. The project team consists of senior sales executives, HR business partners, and business and financial analysts from the national and regional brands. Which action should the VP of HR recommend to the project team as a starting point for aligning the sales incentive plan with employee behaviors? A. Review best practice reports from leading compensation associations that relate to the industry. B. Interview a sampling of sales personnel who work in the most successful brands. C. Research the sales behaviors that are the most widely used by competitors. D. Analyze the relationship between sales incentive plan payouts and business results.

D.

A company has experienced sudden and significant growth and its workforce has expanded almost threefold, from 100 to nearly 300. With the expansion, the dynamics of the employee relationships within the company are beginning to change. The employees who have been with the company since it was smaller are quite proud of the tradition of a close-knit, cohesive group of colleagues. The newly hired colleagues are not as personally close to each other but are good and effective employees and coworkers. With the significant growth in business, the company's employee value proposition (EVP) has been transitioning. Which is the best method for HR to use when marketing the company's EVP? A. Use the company's website, with a link on the home page to employment information for candidates. B. Use a combination of technology-driven and traditional marketing methods to attract potential candidates. C. Require all applicants apply online. D. Leverage technology that appeals to and is used by multi-generation candidates to ensure maximum exposure.

D.

A company has recently had a few highly competent, advanced-level salespeople turn over, causing some financial setback. Despite this, employees are still engaged, although occasionally expressing dissatisfaction with the amount of work requiring approval by managers. Another pressing issue has been the rising costs of health care. Currently, all employees are enrolled in the same health-care plan with great coverage. However, it has become difficult to maintain enrollment of all employees in this plan. Top management has assigned the HR director two major tasks: a) fix the turnover and engagement issues, and b) reduce expenditures on health-care benefits. Management has also made it clear that it does not want to sacrifice resources from other areas of the company to maintain the current health-care coverage and that it wants to keep its relationship with the current health-care provider. Aside from the current plan, the health-care provider offers a more affordable general plan that covers a wide range of conditions but with a high deductible, as well as a number of more affordable plans that each focus on a narrower range of conditions but with a low deductible. Management wants the HR director to determine how the organization would be negatively impacted by switching to a more basic plan. Which response should the HR director choose? A. Notify employees that they will be switched to a plan with less coverage due to the company's financial struggle. B. Survey employees about their health conditions while making it clear that this is to inform potential health-care plan changes. C. Provide management with data suggesting that a switch in plans may increase turnover. D. Obtain information on plan usage from the health-care plan provider to quantify the impact of switching to a more basic plan.

D.

A company has recently had a few highly competent, advanced-level salespeople turn over, causing some financial setback. Despite this, employees are still engaged, although occasionally expressing dissatisfaction with the amount of work requiring approval by managers. Another pressing issue has been the rising costs of health care. Currently, all employees are enrolled in the same health-care plan with great coverage. However, it has become difficult to maintain enrollment of all employees in this plan. Top management has assigned the HR director two major tasks: a) fix the turnover and engagement issues, and b) reduce expenditures on health-care benefits. Management has also made it clear that it does not want to sacrifice resources from other areas of the company to maintain the current health-care coverage and that it wants to keep its relationship with the current health-care provider. Aside from the current plan, the health-care provider offers a more affordable general plan that covers a wide range of conditions but with a high deductible, as well as a number of more affordable plans that each focus on a narrower range of conditions but with a low deductible. Which should the HR director do to reduce expenditures on health care without sacrificing employee satisfaction with health-care benefits? A. Maintain the current plan for employees with special medical needs and switch others to a more affordable plan. B. Conduct a focus group with a randomly sampled group of employees to decide which plan to adopt. C. Ask top management if cost reductions could be made elsewhere. D. Allow each employee to choose from a variety of health plans with different plan designs and costs.

D.

A company has recently had a few highly competent, advanced-level salespeople turn over, causing some financial setback. Despite this, employees are still engaged, although occasionally expressing dissatisfaction with the amount of work requiring approval by managers. Another pressing issue has been the rising costs of health care. Currently, all employees are enrolled in the same health-care plan with great coverage. However, it has become difficult to maintain enrollment of all employees in this plan. Top management has assigned the HR director two major tasks: a) fix the turnover and engagement issues, and b) reduce expenditures on health-care benefits. Management has also made it clear that it does not want to sacrifice resources from other areas of the company to maintain the current health-care coverage and that it wants to keep its relationship with the current health-care provider. Aside from the current plan, the health-care provider offers a more affordable general plan that covers a wide range of conditions but with a high deductible, as well as a number of more affordable plans that each focus on a narrower range of conditions but with a low deductible. Which should the HR director do to reduce the risk of turnover of current salespeople? A. Adjust the compensation of salespeople to be higher than the established pay policy. B. Provide the salespeople with more authority over junior-level employees. C. Increase the number of job postings for the salesperson position. D. Allow the salespeople more independence to make work-related decisions.

D.

A company with many long-term employees is facing challenges due to upcoming retirements and the resulting knowledge gaps in a variety of departments. The company promotes from within, and the vice president of operations (VPO) is concerned that the internal information loss coupled with a lack of external influence will negatively affect the company. The VPO requests the HR manager to conduct an external job evaluation to assess the utility of several jobs across the organization. The HR manager finds that, compared to similar companies, the company lacks technical skills, participates in fewer professional development opportunities, and pays a higher salary to senior-level leaders. The HR manager recommends implementing a technical training program and proposes organizational restructuring. A mid-level manager e-mails the HR manager to express concern about job security due to a lack of technical skills. How should the HR manager respond? A. Tell the employee that job security is not based solely on technical skills. B. Suggest that the employee enroll in an external training program to increase skills. C. Provide information that highlights how restructuring will help the organization. D. Arrange a meeting between the employee and the employee's supervisor to discuss the skill gaps.

D.

A company with many long-term employees is facing challenges due to upcoming retirements and the resulting knowledge gaps in a variety of departments. The company promotes from within, and the vice president of operations (VPO) is concerned that the internal information loss coupled with a lack of external influence will negatively affect the company. The VPO requests the HR manager to conduct an external job evaluation to assess the utility of several jobs across the organization. The HR manager finds that, compared to similar companies, the company lacks technical skills, participates in fewer professional development opportunities, and pays a higher salary to senior-level leaders. The HR manager recommends implementing a technical training program and proposes organizational restructuring. While examining organizational restructuring options, the HR manager determines that several nontechnical positions could be eliminated by implementing an expensive software solution. Which action should the HR manager recommend to the VPO to decide if the software should be implemented? A. Estimate the cost of severance packages for affected employees. B. Prepare a budget and staffing plan for the software implementation. C. Identify other positions to which the affected employees could be transferred. D. Evaluate the cost savings that will be achieved by eliminating the positions.

D.

A financial services organization terminates its CEO for embezzlement after an investigation by regulatory authorities determines that the CEO improperly submitted expense reimbursements for fraudulent charges. An independent team of examiners evaluates whether the proper financial controls and reporting structures are in place moving forward. In addition, an HR consultant is hired to review the existing payroll practices, the expense reimbursement process, and the corporate culture. Upon starting the review, the HR consultant learns that there is no ethical code or code of conduct in place. Since the CEO's termination, customers and other stakeholders are openly expressing concerns about the company's stability on social media. Employees report concerns about the corporate culture to the HR consultant as well. Questions emerge about whether the remaining executive leaders were aware of the CEO's expense reimbursements but took no action to deter the alleged violations. The media has picked up the story, and the company's board of trustees is now concerned that investors will withdraw their funds, causing serious financial harm to the organization. How should the HR consultant address the employees' concerns about the corporate culture? A. Tell the employees that the executive leaders will be asked to develop a code of conduct. B. Ask employees to share their ideas on the organization's future vision and strategy via an online survey. C. Invite the employees to participate in a brainstorming session about a new code of conduct. D. Have the organization's remaining executive leaders field employee questions in a town hall meeting setting.

D.

A financial services organization terminates its CEO for embezzlement after an investigation by regulatory authorities determines that the CEO improperly submitted expense reimbursements for fraudulent charges. An independent team of examiners evaluates whether the proper financial controls and reporting structures are in place moving forward. In addition, an HR consultant is hired to review the existing payroll practices, the expense reimbursement process, and the corporate culture. Upon starting the review, the HR consultant learns that there is no ethical code or code of conduct in place. Since the CEO's termination, customers and other stakeholders are openly expressing concerns about the company's stability on social media. Employees report concerns about the corporate culture to the HR consultant as well. Questions emerge about whether the remaining executive leaders were aware of the CEO's expense reimbursements but took no action to deter the alleged violations. The media has picked up the story, and the company's board of trustees is now concerned that investors will withdraw their funds, causing serious financial harm to the organization. Which action should the HR consultant prioritize when conducting the review of the organization's payroll practices? A. Interview employees to identify misunderstandings and inconsistencies around payroll policy. B. Observe HR employees completing all payroll activities, carefully documenting each activity as it is witnessed. C. Determine which current payroll metrics are the most appropriate to analyze system efficiencies. D. Analyze payroll data and processes to identify dual control inadequacies in current payroll processes.

D.

A mid-sized government contractor is in the decline phase of its organizational life. The founder and CEO is a former military pilot who started the company ten years ago. The company grew quickly from five employees to 400. The primary business contracts have been for the aerospace and submarine industries. During times of conflict, the company's business contracts tripled in size to $1 billion. Now that conflicts have subsided, the government has announced a 30% reduction in the number of airplanes and submarines to be produced. Orders from other customers have also decreased. The company's economic outlook is poor. The CEO debates several strategic options for survival and decides that cutting costs throughout the company is the best option. Since wages and benefits are the largest budget items, the CEO solicits help from the vice president of HR. The VP is concerned and advises the CEO that simple, across-the-board cuts could severely and adversely impact the company. Many employees are afraid of losing their jobs. The most talented employees are already leaving the company to go to the competition. The VP suggests strategically assessing each business unit and then deciding to grow, maintain, or shut down each one. The CEO asks the VP to prepare a report on the strategic options of downsizing the company and to determine the impact each option would have on the employee population. In another option, the VP wants to suggest across-the-board cuts in pay and benefits to save the company money and also save jobs. Which content strategy should be used for this communication? A. Asking employees to voluntarily take a cut in compensation and benefits to save coworker jobs B. Describing the new organizational structure after compensation and benefits cuts are imposed C. Informing all employees that compensation and benefit cuts are coming, with no other information D. Explaining the alignment between organizational strategy and compensation and benefit cuts

D.

A new HR leader has been recently hired as the chief human resources officer (CHRO) for a global organization. The CEO has indicated a need for HR to demonstrate its strategic value to the organization and has provided the CHRO with full support to make any necessary changes, including adjustments to HR staffing and, if necessary, a complete restructuring of the department. The CEO has requested an HR strategic plan within a six-month period. To better understand HR in the organization and to identify gaps, the CHRO develops and administers a survey to measure the current effectiveness of the HR team as well as perceptions regarding HR's contribution to the success of the organization. The survey yields the following key themes for the CHRO to consider: Internal clients value the HR business partners and maintain strong relationships with them. The HR team does a good job overall, but clients wish HR understood their clients' businesses better. While clients trust their business partners, they sometimes doubt the information or advice provided by the HR team. Clients appreciate that the HR team will go outside the scope of their roles to take on tasks such as meeting and event planning when needed. Given the lack of trust in members of the HR team, which step should the CHRO take to best improve the perception of team members? A. Coordinate information sessions for stakeholders to interact with HR team members and better understand their roles. B. Request feedback from stakeholders each time a request for information is fulfilled by any member of the HR team. C. Task the HR team with creating profiles for each role in the department to highlight the skill set of each team member. D. Task the HR business partners with facilitating interactions between stakeholders and other HR team members.

D.

A new HR leader has been recently hired as the chief human resources officer (CHRO) for a global organization. The CEO has indicated a need for HR to demonstrate its strategic value to the organization and has provided the CHRO with full support to make any necessary changes, including adjustments to HR staffing and, if necessary, a complete restructuring of the department. The CEO has requested an HR strategic plan within a six-month period. To better understand HR in the organization and to identify gaps, the CHRO develops and administers a survey to measure the current effectiveness of the HR team as well as perceptions regarding HR's contribution to the success of the organization. The survey yields the following key themes for the CHRO to consider: Internal clients value the HR business partners and maintain strong relationships with them. The HR team does a good job overall, but clients wish HR understood their clients' businesses better. While clients trust their business partners, they sometimes doubt the information or advice provided by the HR team. Clients appreciate that the HR team will go outside the scope of their roles to take on tasks such as meeting and event planning when needed. Which steps should the CHRO take first to effectively communicate the changes in HR strategy and structure that are being considered to the organization? A. Outline the new plan and structure on the company intranet site, and request feedback. B. Partner with the communications director to create and implement a communication plan. C. Implement the changes, and then roll out the communication plan to the entire organization. D. Develop a detailed communication plan, and review it with the senior leadership team.

D.

A newly hired HR director has been assigned to lead a company's transition to a total rewards environment. The company CEO expresses full support for the HR director but expects results. The HR director has identified significant challenges to be overcome: Within HR, there is personal and professional conflict between the benefits manager and the compensation manager. Each believes that the former HR director favored the other in allocating resources. Senior leaders are dissatisfied with the benefits and the HR department as a whole. They believe that HR used employee survey data to make them and their departments look bad. They doubt that HR can successfully implement any change initiatives. The company's hourly workforce has not had a raise in the last three years, although virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals. Knowing that the leadership team doesn't see the value in employee surveys, how should the HR director handle the next employee survey cycle? A. Inform them that surveys are just a part of doing business. B. Complete the next employee survey, and then present the results to the leadership team with solutions on how to solve the issues presented. C. Complete the next employee survey, analyze the responses, and share them with only the CEO. D. Prepare the survey, outline each section's benefits to the organization, and ask the leadership team for feedback before sending the survey to employees.

D.

A nurse witnesses an argument between two physicians and reports this to the nurse's manager, who then passes the information along to HR. According to the report, the nurse saw the physicians having a loud, heated debate, during which one physician rammed the other with his shoulder. One of the concerns is that the two physicians share an office once a week, suggesting that such an event could reoccur. The nurse refuses to file the complaint in writing and is the sole witness. The HR director sends an HR representative to the location to meet with each physician separately. Each states that they consider the other to be a friend and that they frequently discuss current events loudly. Neither physician admits to any physical altercation ever taking place. During the interviews, one of the physicians expresses concern that the nurse who filed the complaint seems irritated. What should the HR representative do with this information? A. Review the nurse's employment file to look for patterns of performance and behavior. B. Explain to the physician that the information is irrelevant to the investigation. C. Reach out to the nurse's manager to find out if the nurse has made any complaints prior to this incident. D. Conduct an interview with the nurse in question as part of the ongoing investigation process.

D.

A nurse witnesses an argument between two physicians and reports this to the nurse's manager, who then passes the information along to HR. According to the report, the nurse saw the physicians having a loud, heated debate, during which one physician rammed the other with his shoulder. One of the concerns is that the two physicians share an office once a week, suggesting that such an event could reoccur. The nurse refuses to file the complaint in writing and is the sole witness. The HR director sends an HR representative to the location to meet with each physician separately. Each states that they consider the other to be a friend and that they frequently discuss current events loudly. Neither physician admits to any physical altercation ever taking place. The nurse's manager, who initially reported the incident to HR, wants to know if there are any updates about the incident. Based on the physicians' statements, the HR representative did not take further action. How should the HR director respond? A. Promise that HR will take disciplinary action to prevent similar incidents from occurring in the future. B. Review past investigations to determine if similar incidents have occurred before. C. Refer the physicians to the EAP to seek conflict resolution counseling. D. Thank the nurse's manager and explain that HR conducted the investigation and resolved the issue.

D.

A pharmaceutical company has been struggling over the past year. The CEO announced his planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth. In his second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises her that he wants a particular training company to train all the sales staff. He has used this training company in the past and believes this will improve sales. He advises the CHRO to call them and tell them he referred her and to get on this quickly. He then leaves. The CHRO knows that this violates the company's procurement policy of requiring three bids. She is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing. After the training takes place, how should the CHRO measure it to best demonstrate its impact on sales and the organization? A. By quantifying behavioral changes, as these are the easiest and fastest of Kirkpatrick's measures to use B. By assessing learning, to know what the salespeople are doing differently as a result of the training C. By gauging the sales team's reaction to the training and providing this feedback to the CEO D. By measuring quarterly sales results, because this is the most valuable of all training measures

D.

A pharmaceutical company has been struggling over the past year. The CEO announced his planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth. In his second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises her that he wants a particular training company to train all the sales staff. He has used this training company in the past and believes this will improve sales. He advises the CHRO to call them and tell them he referred her and to get on this quickly. He then leaves. The CHRO knows that this violates the company's procurement policy of requiring three bids. She is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing. The CHRO learns that the competition has changed significantly over the past year, with much lower-priced options on the market. The sales team has also shared with the CHRO that the vice president of sales refuses to compete on price. Which is the best course of action that the CHRO should take with the information received? A. Discount the information until the training has been completed and then determine if the feedback is still valid and needs to be addressed. B. Advise the salespeople to begin sending e-mails directly to the marketing department, with specific examples of business lost because of price. C. Notify the CEO that the likely source of the problem has been identified, and it does not appear to be training. D. Validate with the VP of sales why the feedback has not been acted on or brought to the senior leadership team meetings.

D.

A significant change in standards for medical coding causes a panic in the industry when many coders decide to retire rather than learn the new system. With the anticipated shortage of qualified employees, demand for coders escalates rapidly. A large company whose main source of revenue is based on the output of medical coders is faced with the challenge of keeping current staff to avoid losing productivity. The company institutes a large wage increase for coders, including both current employees and new hires. Over time, as the industry stabilizes, the company determines that its coders are now overpaid, and a wage decrease is necessary to maintain profitability. The company's HR director is tasked with ensuring a smooth transition of the new wage policy. Other employees at the company who are not medical coders are concerned that their salaries will be reduced as well. Which action should the HR director take to address these employees' concerns? A. Conduct a town hall meeting to give employees an opportunity to address their concerns with HR and executive leadership. B. Hold one-on-one meetings with concerned employees to explain that the wage reductions apply only to coders. C. Provide employees in each department with external benchmarking data justifying their current wages. D. Meet with department managers to provide information and guidance on how to respond to employees' questions and concerns.

D.

A significant change in standards for medical coding causes a panic in the industry when many coders decide to retire rather than learn the new system. With the anticipated shortage of qualified employees, demand for coders escalates rapidly. A large company whose main source of revenue is based on the output of medical coders is faced with the challenge of keeping current staff to avoid losing productivity. The company institutes a large wage increase for coders, including both current employees and new hires. Over time, as the industry stabilizes, the company determines that its coders are now overpaid, and a wage decrease is necessary to maintain profitability. The company's HR director is tasked with ensuring a smooth transition of the new wage policy. What should the HR director do to better prepare the company to respond to changes in the industry that impact its medical coding workforce? A. Create a career development guide that outlines career tracks and growth opportunities for medical coders. B. Form a task force including senior leadership to develop a reputation as an industry leader in employee satisfaction to attract talent. C. Improve the total benefits package to encourage retention of medical coders. D. Implement a continuous learning program for coders to ensure that their knowledge and skills remain current.

D.

A significant change in standards for medical coding causes a panic in the industry when many coders decide to retire rather than learn the new system. With the anticipated shortage of qualified employees, demand for coders escalates rapidly. A large company whose main source of revenue is based on the output of medical coders is faced with the challenge of keeping current staff to avoid losing productivity. The company institutes a large wage increase for coders, including both current employees and new hires. Over time, as the industry stabilizes, the company determines that its coders are now overpaid, and a wage decrease is necessary to maintain profitability. The company's HR director is tasked with ensuring a smooth transition of the new wage policy. Which action should the HR director take first to communicate the need for the reduction in wages? A. Include a letter with affected employees' paychecks that states the amount of their wage reduction. B. Hold a team meeting with the coders to explain the market forces driving the wage reduction. C. Meet with managers of medical coders to explain the wage reduction policy and its implementation. D. Meet with executive leadership to share HR's recommendation for communicating the wage reduction policy.

D.

A significant change in standards for medical coding causes a panic in the industry when many coders decide to retire rather than learn the new system. With the anticipated shortage of qualified employees, demand for coders escalates rapidly. A large company whose main source of revenue is based on the output of medical coders is faced with the challenge of keeping current staff to avoid losing productivity. The company institutes a large wage increase for coders, including both current employees and new hires. Over time, as the industry stabilizes, the company determines that its coders are now overpaid, and a wage decrease is necessary to maintain profitability. The company's HR director is tasked with ensuring a smooth transition of the new wage policy. Which action should the HR director take to encourage retention of employees affected by the reduction in wages? A. Encourage executive leadership to avoid making additional large-scale changes before and during the wage-reduction transition. B. Implement a company-wide communication campaign highlighting the positive aspects of working at the company. C. Arrange an employee appreciation event to acknowledge individual employees' contributions to the achievement of the company's mission. D. Solicit feedback from affected employees about the wage reduction to maintain an open line of communication between HR, executive leadership, and employees.

D.

A small non-profit organization has just hired a new CEO. Over the past few years under the previous CEO, the organization has struggled to remain in business as revenues have dropped. Morale and engagement have also dropped significantly. Based on the HR manager's observations, this drop in morale and engagement was connected to the previous CEO's leadership practices as well as the declining revenues. However, the HR director believes the low engagement also contributed to the continued decline in revenues. The new CEO, who has heard that morale and engagement are low in the organization, wants to make a quick impact on the organization by finding ways to increase morale and engagement rapidly. The CEO believes that HR is core to organizational success and that the current employees are the most important resource. The CEO calls a meeting with the HR director for an evaluation of the current state of the staff. During the presentation, the HR director shares data about hiring and turnover rates, benefit usage, and compensation ratios. What would be an effective next step? A. Finalize the new strategy, and then hold an employee-wide meeting to announce and describe it. B. Finalize the strategy, and send out a company-wide e-mail explaining it. C. Brief managers on the strategy, and get their feedback on the strategy before finalizing it. D. Hold listening sessions with employees to obtain their feedback on the strategy before finalizing it.

D.

A small nonprofit organization is hiring a new executive director. Each applicant for the position must go through two interviews, each conducted by a board member, and must pass background and reference checks. Then, the chairman of the board oversees a meeting where the board reviews all applicants and discusses them until a consensus is reached. After reviewing several applicants, the board of directors decides to make an external hire. The newly hired executive director immediately advises the organization that the current software systems are not secure and must be replaced. Furthermore, some employees will have to be terminated to cover these costs. The executive director instructs the HR manager to choose which employees to terminate. The HR manager schedules a meeting with the executive director to discuss these changes. However, the executive director does not show up to the meeting and stops coming to work altogether. The HR manager attempts to contact the executive director but is unsuccessful. After a week of the executive director not communicating or coming to work, the HR manager sends an official letter of termination to the executive director's home address. The board of directors decides not to change the organization's software systems or terminate any employees. Two members of the board of directors begin arguing about the executive director hire, each claiming the other one pushed the board to make the final hiring decision. The two refuse to speak or attend board meetings together. The chairman of the board asks the HR manager for recommendations on addressing this conflict. What should the HR manager recommend? A. Tell both members to meet together to discuss the disagreement. B. Instruct both members not to attend meetings until they resolve the disagreement. C. Instruct both members to alternate attendance at board meetings. D. Meet with the full board of directors to gather feedback about the hiring process.

D.

An HR director is hired at an airline. On the first day, the HR director calls to get directions to the location and the receptionist answers the phone in an unprofessional manner. When the HR director arrives, everyone is in a panic because the last flight team had a "hard landing." No one is physically injured in the incident, but the airplane is beyond repair. When arriving at the landing site, the HR director overhears the crew saying something about the junior pilot's substance abuse problems. The pilot in charge tells the HR director to report the incident as a "hard landing" and not a crash and to report that the junior pilot is not at fault. The HR director looks at the junior pilot's employee file to discover three other recent similar events, all noting substance abuse as a possible cause. The HR director also learns that the junior pilot had a pre-existing relationship with the pilot in charge, outside of work. Protocol requires all pilots to submit to drug tests immediately following an incident. The junior pilot does not do so until the next day. The HR director suspects that substance abuse may have been the cause of the incident. Which action should the HR director take? A. Meet privately with the pilot in charge to discuss whether the junior pilot has a problem with substance abuse. B. Meet with the junior pilot about the issue to offer employee assistance information. C. Send a communication to all employees about the company's substance abuse policy. D. Place the junior pilot on probation for not following the drug testing protocol after the incident.

D.

An HR director is hired at an airline. On the first day, the HR director calls to get directions to the location and the receptionist answers the phone in an unprofessional manner. When the HR director arrives, everyone is in a panic because the last flight team had a "hard landing." No one is physically injured in the incident, but the airplane is beyond repair. When arriving at the landing site, the HR director overhears the crew saying something about the junior pilot's substance abuse problems. The pilot in charge tells the HR director to report the incident as a "hard landing" and not a crash and to report that the junior pilot is not at fault. The HR director looks at the junior pilot's employee file to discover three other recent similar events, all noting substance abuse as a possible cause. The HR director also learns that the junior pilot had a pre-existing relationship with the pilot in charge, outside of work. Protocol requires all pilots to submit to drug tests immediately following an incident. The junior pilot does not do so until the next day. Which piece of information should the HR director collect first to investigate the incident? A. Details of the circumstances surrounding the previous incidents with the pilot B. Report from outside investigators as to the cause of the incident C. Exact nature of the junior pilot's relationship with the pilot in charge D. Description of what happened from all involved in the incident

D.

An education research organization provides several types of services, including outreach to current and prospective students from various backgrounds. The outreach team consists of a supervisor and members with different job titles, qualifications, and duties. One employee on the team, the outreach coordinator, contacts the HR manager with a request for a pay raise, with the reason that the pay is lower than that of other coordinators in the same position. The HR manager examines the job specifications of the outreach team and notices that the higher-paid jobs require higher levels of education, more experience, and bilingualism. In fact, in the years since the coordinator has been employed at the organization, the job specifications have changed to include qualifications that the coordinator does not possess. The HR manager conducts a job analysis. The manager believes that the coordinator role has basic qualifications and that additional qualifications should not require more pay. Which action should the HR manager take first? A. Notify the supervisor of potential legal repercussions of differing salaries for the same jobs. B. Tell the supervisor that lowering requirements will increase the candidate pool when hiring. C. Explain the detailed findings from the job analysis to the coordinator. D. Ask the supervisor to explain reasons for higher requirements in the job specifications.

D.

An operations manager at a 300-employee manufacturing plant notifies the HR department that the plant has high turnover in the equipment operator position and this is decreasing the plant's productivity. The operations manager states that half of all operators hired in the past 12 months either resigned or were terminated for performance problems. The operations manager believes the plant's recruiting and hiring procedures are burdensome and ineffective because the operations manager is solely responsible for conducting applicant interviews, completing post-interview documentation, and conducting facility tours with applicants. What should the HR director do to decrease the turnover rate among equipment operators? A. Conduct a focus group with managers of equipment operators to discuss factors that impact employee engagement. B. Conduct a review of the total rewards offerings for the equipment operator position. C. Speak one-on-one to equipment operators to discuss their reasons for working at the plant. D. Implement exit interviews to identify the most common causes of employee resignations.

D.

The HR director receives a call from the vice president of operations (VPO) requesting immediate termination of the local HR manager. While they are talking, the HR director can hear that the VPO is in the company's cafeteria. The HR director requests that the VPO go to a less public area to call back. The VPO refuses, stating, "I don't care who hears this conversation; I want the HR manager fired today." The HR director insists that the VPO go to a more private location, and the VPO agrees and they finish their conversation, where the VPO describes the situation and reasons for requesting the termination. The HR director asks a few questions and quickly determines that the root cause appears to be a clash of personality and not a terminable offense. The HR director then receives a call from the HR manager, who explains to the HR director that the HR manager was discussing the termination of an employee with the VPO, and the VPO became angry and began yelling at the HR manager, insulting the HR manager and angrily leaving the office. The HR director must determine how to resolve the situation. What is the best way for the HR director to handle the VPO's request to terminate the HR manager? A. Conduct a full investigation into the HR manager's work practices to determine if the HR manager should be terminated. B. Inform the VPO that firing the HR manager is unwarranted and that they must learn work out their differences. C. Discuss the situation with other executives and make a decision about the HR manager's termination based on their feedback. D. Mediate a face-to-face discussion between the HR manager and the VPO to discuss the situation.

D.

The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO. The dismissed CEO was very likeable and outgoing. He engaged and interacted often with many front-line employees and supervisors when visiting global locations. Before his departure, he had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback. The interim CEO is quite the opposite of the previous CEO, very shy and introverted but brilliant and innovative in creating strategy. Though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO's leadership. Which action should the CHRO take to best support the interim CEO? A. Request that the board of directors establish expectations of the interim CEO. B. Suggest that the interim CEO start traveling and interacting with employees. C. Hire an external coach to help the interim CEO integrate into his new role. D. Create an onboarding plan outlining new responsibilities being assumed.

D.

Two employees from the same department attend an industry conference in a foreign country. One is the department head and the other is a junior consultant. At the conference, the employees engage in a consensual sexual relationship. Such relationships are forbidden in the organization's policies and are considered inappropriate according to societal norms in their home country. Upon returning from the conference, the junior consultant tells a coworker in the department about the relationship via text message. Several weeks later, the coworker reports the incident to HR, stating that the junior consultant frequently drinks too much alcohol and behaves unprofessionally at work events. The HR director initiates an investigation and discovers that the department head recommended the junior consultant for a promotion a week before the conference, even though the junior consultant has not met the tenure requirements for the position. The HR director also learns that the department head was hired to fill a critical skill gap and enhance the organization's reputation in the industry. The junior consultant has a strong performance record and would likely perform very well in the position recommended by the department head. However, employees may view the promotion as a result of the relationship between the junior consultant and the department head. What should the HR director do? A. Send an email to all employees explaining why the junior consultant was recommended for promotion. B. Review the tenure requirements for the position to assess if they can be adjusted to allow the promotion. C. Tell the department head that the junior consultant cannot be promoted because of their relationship. D. Ask the department head to send an email to HR explaining the justification for the promotion recommendation.

D.

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

D.

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

D.

Which of the following is MOST likely to ensure alignment of HRD and corporate goals? a. Access to the organization's SWOT analysis b. Review of performance appraisal data c. Review of course satisfaction data d. Identification of key HRD stakeholders

D. Before beginning a needs assessment, HRD professionals should review all internal and external strategic planning data to ensure that training will support corporate goals

A company decides to send account managers who are responsible for bill collection to a training course. An account manager is interested in the course but thinks the company will not allow sufficient time for collection activities. In this case, the training is likely to be minimally successful because the account manager a. lacks the ability to learn new skills. b. seems unmotivated to learn new skills. c. does not see how the training relates to the job. d. doubts that the company will support the learning

D. The account manager seems interested in learning and understands why such a skill is desirable. However, there is a perception that the company may not actually support the use of the skill. This uncertainty will lessen the effectiveness of the training

Decertification elections: a. are conducted by the employer b. are conducted by the local union c. allow employers to prohibit union solicitation in the workplace d. can remove a union from representation

D. A decertification election occurs when employees vote to remove the union as their collective bargaining representative. Employees may file a petition for decertification if they believe support for a union has diminished, after collecting signatures from at least 30% of workers in a bargaining unit. A majority of votes decide the outcome. A tie vote will result in decertification because the union has received less than a majority of the votes cast. The NLRB does not accept decertification petitions for one year following a union's initial certification by the NLRB.

The purpose of ------are to give the qualifications needed to perform the job satisfactorily a. essential function statements b. performance standards c. job standards d. job specifications

D. A job specification identifies the minimum acceptable qualifications required for an employee to perform the job adequately. A job description identifies the essential functions of the job and provides information concerning the duties and responsibilities contained in a job.

Individuals and organizations have been invited to express their views and concerns regarding the salary threshold for exempt and nonexempt employees. What is the legal term for this event? A. Lobbying B. Public hearing C. Protesting D. Public comment period

D. A public comment period is the time allowed for the public to express their concerns or views concerning an action of an administrative agency. The other three answer choices are ways for individuals to express their views, but they are not part of the regulatory process.

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) Reduced HR costs at an organizational level C) Increased use of career development offerings D) Integrated processes across the organization

D. 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.

A company announces that it intends to capture another 20% of market share by opening ten more stores within three years in key locations. What is being communicated? A) Mission statement B) Organizational vision C) Functional goal D) Strategic objective

D. A strategic objective outlines specific, time-based results that an organization seeks to achieve in pursuing its strategy

Which is a common mistake made during succession planning? A. Using a variety of techniques to develop future leaders B. Selecting current management and non-management individuals with development potential C. Identifying efficient and effective methods to develop future leaders D. Developing succession planning during the annual evaluation period for current management employees

D. A successful succession plan includes all individuals who have development potential, including current management and non-management employees. Additionally, there are many ongoing development activities that should be included in the development process throughout the year.

Which option best describes the reason to develop a comprehensive organizational code of conduct policy? A. Providing technical and procedural guidelines of relevant laws B. Creating a safe and fair working environment for all employees C. Ensuring transparency and openness for all employees D. Defining behavioral and judgment expectations for all employees

D. A written code of conduct can help an organization promote ethical behavior. A formal, detailed, written code communicates organizational commitments internally, defines behavioral expectations for all employees, and serves as a guide by which employees and managers can judge their actions.

A manager approaches the HR director with concerns about an increase in absenteeism among her staff. Which of the following best explains how absenteeism is related to employee engagement? A) Absenteeism rates are not indicative of employee engagement levels, as absences occur for many reasons. B) Absenteeism rates are not indicative of engagement levels due to the unreliability of a correlation between absence and engagement. C) Unscheduled absenteeism rates are a reflection of a paid-time-off program and not an indicator of employee dissatisfaction. D) Absenteeism rates can be an indirect indicator of employee engagement, as employees are not attending work.

D. Absenteeism rates, particularly for unscheduled absenteeism, can be an indicator of potential engagement problems. This can reflect employees' desire to not be in the workplace.

A union employee is currently under investigation for a policy violation. The employee has brought along an attorney to assist during the investigatory interview. What step should the employer representative take next? A. Suggest that the union representative meet with the employee and the attorney. B. Proceed with the interview and inform the union representative when finished. C. Let the attorney know that interruptions will be allowed only to clarify questions. D. Inform the employee that the attorney may not attend the interview.

D. According to NLRB v. Weingarten, an employee has the right to have a union representative at an investigational meeting, but not an attorney. The remaining answer choices are incorrect because the attorney is prohibited from participating in the interview. The employee and the union representative are allowed to interrupt to ask questions.

An organization is designing a leader development program. Which would be the most important experience to include? A. Spending a week shadowing someone in a more senior position B. Well-defined task to be completed as a solo assignment C. Attending a week-long leadership boot camp D. Project assignment that is difficult and has some risk of failure

D. According to the Center for Creative Leadership, challenging assignments with a risk of failure are more important to developing leaders than opportunities to develop relationships or attend training. These assignments take the individuals outside their usual competencies and challenge them to develop teamwork and resilience.

An organization decides not to replace employees who leave. This organizational strategy initially proves effective; however, the strategy fails to reap long-term benefits. What type of initiative might have prevented this? A. Conducting a SWOT analysis to understand strengths and weaknesses of the organization B. Performing a PESTLE analysis to determine environmental factors on the organization C. Taking a remedial intervention aimed at improving HR's expertise in conducting workforce reduction D. Administering a proactive intervention aimed at assessing organizational strength in various positions

D. Although organizations may reap short-term benefits like cost savings with this operating style, long-term problems like diminished capacity, capability, and agility may outweigh cost savings. Not being properly staffed can reduce an organization's ability to compete effectively. A proactive intervention, taken before the initiative is implemented, could have identified the capabilities and levels of staff for each capability and prevented the organization from losing the capacity it needed to compete.

A company is interested in enhancing knowledge retention while providing "boomerang" employees the opportunity to reconnect with the company. Which information sharing system would best fit a company's goal of enhancing organizational retention? A. Communities of practice B. Mentoring program C. Learning management system D. Alumni network

D. An alumni network is an example of a softer system that will assist with knowledge retention and provide networking opportunities to keep departed employees engaged with the organization, setting up the potential for the return of those former employees. While both mentoring and communities of practice are also examples of softer systems for organizational knowledge retention, they would not be as effective at generating opportunities and interest for former employees to rejoin the organization. Learning management systems are primarily designed to deliver needed training to current employees, which may be distinct from the goal of organizational knowledge retention.

An organization wants to expand its diversity and inclusion strategy to include its supply chain. Which action should HR recommend that the organization take to influence supply chain management and relations? A. Reviewing its roster of vendors and suppliers, replacing any not owned by minorities or women B. Accepting only those vendors willing to fully adopt all provisions of the organization's diversity and inclusion policy C. Aligning the diversity and inclusion strategy only with internal stakeholders, as external alignment is unnecessary D. Including diversity requirements in searches for vendors and suppliers and seeking out minority-owned vendors

D. An integral part of any organization's diversity program is ensuring that it promotes diversity outside of the company in addition to internal efforts. Changes can include building diversity requirements into searches for vendors and suppliers and seeking out minority-owned vendors. The diversity and inclusion program should also ensure that the practices of all the organization's suppliers are consistent with (though not necessarily identical to) the organization's own diversity policies.

During which stage of the organizational life cycle are neither long-term or short-term incentives typically used and base salary as well as benefits are at or below market level? a. Growth b. Maturity c. Introduction d. Decline

D. An organization enters the decline phase when it experiences continuous reduction in resources and revenue over a substantial period of time. Stagnation can be defined as a state with no growth, fewer but dedicated customers, few competitors, a niche market or availability. The Decline stage is market by declining sales and profitability. It is often preceded by market stagnation and firms begin to decline with them. Profitability drops because of the external challenges and because of the lack of innovation. Firms in the decline stage react to adversity in their markets by becoming stagnant. Decision making is characterized by extreme conservatism. There is little innovation, an abhorrence of risk taking, and a reluctance even to imitate competitors' innovations, let alone lead the way

A division implemented a new structure a year ago. In general, things seem to be going well. Productivity has already reached pre-change levels. Employee satisfaction metrics have met expectations. HR has been asked if further action is needed. What would you advise? A. Implement regular team meetings to discuss issues. B. Schedule an organization-wide meeting to share business results. C. Repeat the employee satisfaction survey in six months. D. Take no further action.

D. An organizational effectiveness and development intervention is not an ongoing process; it is a finite project aimed at improving organizational performance and is assessed against defined objectives. In this case, the effectiveness of the initiative was measured, and it met its objectives. Further meetings and surveys are unnecessary to meet these objectives and waste organizational resources.

An HR manager reports to an HR director in a large, multinational organization that many of the employees enrolled in a career advancement program seem to have the same backgrounds. HR uses predictive analytics to identify high-potential individuals and invite them to apply to the program. What should the HR director do? A. Analyze the characteristics of past "graduates" of the career advancement program. B. Point to the objective superiority of artificial intelligence over potentially biased human methods. C. Change the application method to a broadcast, universal invitation. D. Assemble an expert HR team to examine the predictive analytics tool.

D. Artificial intelligence, such as a selection tool based on predictive analytics, can, in fact, be biased if its algorithms are biased. The tool's premises should be closely examined. Relinquishing technology and inviting everyone to apply is inefficient and impractical. Analyzing previous graduates can result in perpetuating past biases.

After the recent implementation of a new human capital management platform, a CFO requests people analytics data. Which action should the HR manager use to achieve a mutually beneficial decision? A. Direct the HR analyst to extract and summarize relevant data B. Develop a suite of analytical reports that focus on employee performance C. Train interested stakeholders on self-service and decentralized capabilities D. Ask business partners to identify key metrics that link business strategy to outcomes

D. Ask business partners to identify key metrics that link business strategy to outcomes

Which would define the formal characteristics of an organization? A. How it divides its work for greater effectiveness and efficiency. B. Unspoken rules about decision making and meetings. C. How its members interact across hierarchical levels. D. Aspects that have been directly and openly communicated.

D. Aspects that have been directly and openly communicated. The formal characteristics of an organization can be seen in its expressions of its vision, values, policies, and structures. Its informal aspects can be seen in the way its members interact. Unspoken rules would be informal aspects. The way the organization structures its members to perform work is referred to as compartmentalization.

A safety audit team is responsible for a complete compliance audit of the organization's health, safety, security, and privacy policies and processes. Which action is a best practice for such an audit? A. Assign team members the responsibility and authority to audit their own departments. B. Purchase audit forms and instructions from reputable safety vendors and associations. C. Use outside safety consultants to gain needed expertise, knowledge, and experience. D. Have team members review all safety programs and policies before the audit.

D. Before the audit begins, the audit team should review all policies and programs so that they are aware of the organization's base line. To ensure objectivity, team members should not audit their own departments. Outside consultants may be helpful, but members of the organization should also be part of the team.

When using benchmarking: a. it is best to collect the data on an as-needed basis rather than over an inflexible timeframe b. the resulting statistics are comparable across organizations and industries c. HR managers are able to identify the reasons why HR functions are below standard d. it is best to compare ratios from year to year

D. Benchmarking is the practice of comparing business processes and performance metrics to industry best practices from other companies. Dimensions typically measured are wages and salary, quality, time and cost. Comparisons should be done on a yearly basis, and compared from year to year; rather than as a one-time activity

Which of the following should be the first step in the design of a workforce analytics program? a. Design a plan to maintain data integrity b. Identify any privacy issues that will need to be addressed c. Create a plan to manage associated risks d. Build a business case to gain executive buy-in

D. Building a business case before engaging in implementation activities is the proper first step in designing a workforce analytics program. A business case will identify planning needs and the necessary resources to accomplish objectives and manage associated risks -both of which are critical pieces of information to help gain executive buy-in and commitment

A global organization invests heavily in learning and development. It has country-specific learning and development departments, each creating its own programs, all of which seem highly successful. However, the HR VP notices that training issues common to certain countries do not appear to affect other countries. Which of the following likely represents the cause of the discrepancy? A. The organization failing to make learning and development a core competency across all of its global channels B. Key decision makers within the organization failing to think and act globally, creating discrepancies in resource allocations between divisions C. The organization failing to make learning and development a cornerstone strategy and failing to regularly reinvent itself D. The organization focusing on each individual part of the learning and development system instead of the global system

D. By focusing on the parts of the global system instead of the whole system, the organization is susceptible to divisional silos preventing the sharing of information. A global focus would help ensure consistency between the learning and development efforts from country to country, helping to prevent issues that have already been solved and addressed in one location from occurring in other locations.

Which action should an HR director take to complete a project with a tight deadline? A. Use lean project management initiatives to focus on the project's overall value. B. Strategically align the project objectives to ensure no time is wasted on unneeded tasks. C. Establish strong and efficient communication channels to avoid unnecessary delays. D. Use critical path analysis to develop a project schedule that fits the time constraints.

D. 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 and 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, and it may not be the most time-efficient option depending on the scope and focus of the project.

New legislation has been passed that requires all oil and gas companies to bank the royalty monies that would normally be paid directly to royalty beneficiaries. The law stipulates that the money cannot for any reason be paid to the beneficiaries directly. The law applies to all royalties earned for drilling. The law requires that the funds be deposited in an interest-bearing account. There currently is no product available to support this requirement. At the executive team meeting, this is discussed, and the VP of administration is tasked with creating a product to comply with the law. As there are many stakeholders, a team approach will work best. The VP of HR is invited to participate, since she has been a member of this team for the last three years and knows the current players and businesses. The company has most of the major oil companies as clients and is already aware that this product could result in sizable deposits. However, there is no history to project with any certainty how long the deposits will remain in the company or how much activity the account would experience. Once the overall strategy and long-term objectives have been identified, how should HR plan to be involved in this strategic initiative? A. By looking internally to identify HR processes and staffing that will be needed to support the new product B. By making HR available to the executive team and the project sponsors to answer questions and provide staffing information needed for planning C. By waiting for detailed lists of actions that need to take place to implement the initiative and then beginning planning D. By working with the leadership team to identify appropriate short-term objectives, develop action plans, and allocate resources for the project

D. By working with the leadership team to identify appropriate short-term objectives, develop action plans, and allocate resources for the project

New legislation has been passed that requires all oil and gas companies to bank the royalty monies that would normally be paid directly to royalty beneficiaries. The law stipulates that the money cannot for any reason be paid to the beneficiaries directly. The law applies to all royalties earned for drilling. The law requires that the funds be deposited in an interest-bearing account. There currently is no product available to support this requirement. At the executive team meeting, this is discussed, and the VP of administration is tasked with creating a product to comply with the law. As there are many stakeholders, a team approach will work best. The VP of HR is invited to participate, since she has been a member of this team for the last three years and knows the current players and businesses. The company has most of the major oil companies as clients and is already aware that this product could result in sizable deposits. However, there is no history to project with any certainty how long the deposits will remain in the company or how much activity the account would experience. The VP of HR knows that for this project to be successful a plan needs to be developed. What should be the first step that the VP of HR takes? A. Contacting colleagues at competitor organizations to see if they are building a new product B. Creating a communication strategy on how to announce the new product C. Identifying and interviewing key stakeholders D. Conducting an organizational SWOT analysis

D. Conducting an organizational SWOT analysis

An HR manager has a highly experienced and high-performing staff who get along well with each other and with their internal clients. How would you advise this manager to approach the task of motivating this group? A. Provide group, rather than individual, bonuses. B. Provide the group with attainable but challenging assignments. C. Motivating will not be necessary. They are obviously self-motivated. D. Consider what drives each member to perform.

D. Consider what drives each member to perform. Even though the group performs well as a unit, each member is probably motivated by a different factor. For example, accomplishments may drive some team members, while others are motivated by the team relationships and atmosphere. All individuals and teams, including high-performing ones, benefit from motivation.

Which is a primary advantage of using local training experts to design and develop new programs? A. Development costs are significantly decreased for the organization. B. Translation into local languages will be more accurate. C. Local population will have more knowledge about the specific needs of the local market. D. Activities and delivery can be adjusted to local customs and norms.

D. Countries have different dominant learning styles (visual, auditory, kinesthetic) and prefer certain types of learning activities. Using local experts to consult on design and development will help align programs with their audiences. More knowledge about the local market needs, lower development costs and translation accuracy are not guaranteed.

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) Increase the signing bonus for positions that require top-level talent. B) Invest in internal talent development programs to cultivate in-house candidates. C) Rebrand the organization to cater to younger generations' preferences. D) Create an employee value proposition to attract top-level candidates.

D. 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. 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.

What advice can you give to a new HR manager who is a bit of an introvert but wants to improve his networking skills? A. Determine the types of needs you will encounter in the next few months and seek out people who can fill those needs. B. Socialize primarily within your area of expertise by getting contacts from the people you work with. C. Spend time socializing with many other persons and avoid discussing areas of your special expertise. D. Get outside your comfort zone and talk with non-team members and people who hold both higher and lower positions in the organization.

D. Cultivate contacts who can help you increase knowledge, skills, and awareness of the organization, its culture, and the cultures of its communities. Do not restrict yourself to people in your own discipline, areas of expertise, or social group.

Ray and Nash report to team leader, Dan, who is regularly out of the office. Dan takes up to a week to respond to their emails, and his phone usually goes straight to voicemail. Dan is always in the office on Tuesdays, wen he check in with Ray and Nash and answers any questions of theirs. What is a clear obstacle in this team dynamic? A. Ray and Nash have to share a single office B. Dan answerers Ray's and Nash's questions together instead of individually C. Dan only has two reports D. Dan does not support a reliable communication channel

D. Dan does not support a reliable communication channel.

How should HR best incorporate works councils when implementing a new employment policy in Europe? A. Addressing issues as they are raised by work council representatives B. Involving local managers in the creation of the tactical plan C. Reviewing the plan with experts in local labor law D. Holding ongoing discussions with works council leaders

D. 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.

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. 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.

What is the primary difference between direct costs and indirect costs in terms of training and development? a. Direct costs are any costs greater than $25; indirect costs are those less than $250 b. Direct costs are any costs associated with human talent; indirect costs are those associated with technology, such as computers c. Indirect costs are those associated with travel, meals and lodging; direct costs are other costs associated with training and development d. Indirect costs are the costs of operating the entire department; direct costs are those associated with operating a particular program

D. Direct costs are expenses that directly go into producing goods or providing services while indirect costs are general business expenses that keep operation going.

To improve low yield rates, a talent acquisition team must take a proactive approach to recruiting. The team was trained on a new process for sourcing and screening applicants, but many say they don't have time for the additional tasks. What should their manager do first to address this? A. Give the team more time to transition to the new process. B. Work with the trainer to offer a refresher course. C. Express confidence in the team's ability to implement the new process. D. Emphasize the benefits of the new process for the team members.

D. Emphasizing the benefits of the new process is correct because explaining to team members how the new process benefits them (the "What's in it for me?" factor of learning initiatives) will encourage the employees to begin using the process. If the employees don't trust that the learning is worthwhile, giving them more time or expressing confidence in them is unlikely to change their minds. Working with the trainer is incorrect because the employees were already told the information and are not using it; therefore, more training would be a waste of resources.

The HR manager is informed that budget constraints have led to an organization-wide hiring freeze and to plan for at least one major round of workforce reductions. Which would be a reasonable objective for the business plan for HR? A. Contracting out development of a planned supervisory training program B. Developing an RFP and conducting a search to outsource the termination process C. Postponing a planned health-care project until the next year D. Training all HR personnel in the termination process

D. Ensuring that all personnel are prepared to assist in layoffs will use function resources prudently and flexibly.

Which is an impact of an ethnocentric approach to policy implementation at the global level? A. Legal compliance with local laws is achieved. B. HR can implement policies when deemed necessary. C. Local values are incorporated into the policies. D. The policies may not be fair for all employees.

D. Ethnocentric means that the headquarters organization applies its perception of norms to its operations in other countries. This may not be fair, because this approach does not take differences in culture, local practices, and local laws into consideration. An ethnocentric policy is not guaranteed to achieve compliance with local laws or values. Policies should be implemented consistently in all locations.

Gary is a junior at South Park High School. He is 17 years old. The school needs some help in its warehouse during the summer, and Gary needs a job so he can save money for college. is boss is the facilities manager. Gary is assigned to work 9 hours every dat during the week because one of the other employees is on disability leave. And, because the other employee was the forklift driver, Gary has been given training in how to drive that equipment around the warehouse and loading dock. He likes that duty because he has been driving a car for only a few months. The forklift. is cool. Is there any difficulty with the facilities manager's requirement of Gary? A. Everything the facilities manager has required Gary to do is permissible under federal laws. B. Since there is no restriction to the number of hours Gary can work, everything should be okay C. Whatever the facilities manager wants Gary to do is okay because it's only a summer job D. Even though Gary can work unlimited hours, he cannot be assigned to drive the forklift

D. Even though Gary can work unlimited hours, he cannot be assigned to drive the forklift

When should an organization communicate its strategy to employees? A. After every reorganization, so employees can see how their roles are aligned to the strategy B. When important external stakeholders have demanded changes in the organization's strategy C. After a change in the external environment requires a revision in strategy D. When a new employee joins the organization or existing employees change their positions

D. Every employee should understand the line of sight from his or her own position to the organization's strategy, the contribution the individual makes to the overall strategy. This is especially important when an employee joins the organization or assumes a new role. A reorganization may affect strategic roles, but communicating strategy should not wait for reorganizations. Similarly, a stakeholder need may influence strategy, but communication should not wait for this shift. Strategies are being adjusted constantly in response to the environment; informing employees of every small change may be over-communicating.

In a highly competitive industry, which recommendation by HR leadership will have the greatest impact on retaining an organization's proprietary knowledge? A. Providing a generous severance agreement for involuntary terminations B. Implementing a robust succession planning strategy for key positions C. Requiring all employees sign a Non-disclosure Agreement D. Creating a comprehensive Knowledge Management System

D. Experienced workers have a great deal of institutional knowledge that may leave when they leave the organization. A knowledge management system enables organizational knowledge to continue to be accessible to the organization whereas a non-disclosure agreement and severance agreement only provides legal recourse if employees share confidential information but it does not ensure employees transferred that information within the organization itself.

Which of the following is a type of forecast completed during the strategic planning process? a. A competitor analysis b. Scenario building c. A SWOT audit d. All of the above

D. Forecasting is a critical task during the strategic planning process and involves a variety of tools and activities. These include conducting industry and competitor analysis, building "if this, then that" scenarios, and auditing internal strengths and weaknesses and external threats and opportunities. All data collected are used to help the company predict and prepare for future conditions

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) Gender has become the critical diversity dimension in today's global market. B) In a global organization, cultural diversity offers the greatest strategic advantage. C) Organizational dimensions are ultimately the most significant in employee relations. D) Each individual is multidimensional, and each diversity dimension influences the others.

D. Gardenswartz and Rowe's four-layer model of diversity dimensions offers a framework for understanding the range and complexity ofthe 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.

An employee informs his supervisor that he feels unmotivated and is unsure of his contribution to the team. The supervisor consults with the HR manager, who recommends increasing the employee's motivation by providing him with specific objectives so he can assess his achievement. What motivational theory is the HR manager recommending? A. Theory X B. Expectancy theory C. Needs theory D. Goal-setting theory

D. Goal-setting theory. Goal-setting theory argues that motivation can be increased by providing employees with goals against which they can assess their achievement. Expectancy theory argues that effort increases in relation to one's confidence that the behavior will result in a positive outcome and reward. Needs theory is based on the idea that individuals are motivated by a desire to satisfy certain needs. Theory X refers to leaders who micromanage and coerce team members because they believe people do not like to work.

HR can help organizations achieve high performance and increase its bottom line by: A. Restructuring and redefining the service provided to employees B. Ensuring that employee programs are consistent across departments C. Implementing quality assurance program for assessing productivity D. Designing a pay program that is aligned with the organization's objectives

D. HR can help organizations achieve high performance and increase its bottom line by designing a pay program that is aligned with the organization's objectives. Aligning HR with business strategy is critical and ensures teams are aligned to help the business achieve its strategic goals

An international seed company is in a position to buy one of its competitors. Management has narrowed the options down to three possibilities. How can HR most strategically contribute to developing and evaluating a business case for this project? A. Estimate payroll and benefits for the entire workforce at each potential location and recommend the lowest-cost option. B. Review the corporate code of ethics and records of stakeholder satisfaction for each contender and recommend strategic options. C. Assign top HR executives to conduct thorough reviews of each culture and prepare presentations for diverse stakeholders. D. Review pivotal talent pools of employees at each organization whose skills are critical to the seed company's strategy.

D. HR can strategically contribute by determining the pivotal talent pools of employees needed in order for the combined organization to be successful.

Which metric would you recommend to a company that wants to improve profit? a. Number of positions filled b. Percentage of HR staff in supervisory roles c. Employee tenure d. Cost per hire

D. HR has several choices when it comes to helping an employer measure progress on strategic outcomes. For a company seeking to increase profits, it is necessary to understand and manage expenses. Therefore, cost per hire is the correct option

Why is technology a vital HR competency for 21st century practitioners? a. As businesses rely more and more upon technology, so must their human resource function b. HR must understand what technological resources are being used by competitors c. HR must be the subject matter expert on combining technology with people strategies d. All of the above

D. HR professionals must be technologically savvy for the following reasons; the need to remain relevant and supportive of the emerging needs of the businesses they serve; it is necessary to understand the technology competitors are using in the search for talent; HR helps to identify ways in which HR plans will be aligned with business plans, particularly those in which knowledge workers are a core competency

Which step should HR take to address a team leader posting negative comments on social media about recent budget cuts?? A. Meet with the team leader to provide justification on why the budge cuts were necessary. B. Recommend the team leader be disciplined for unprofessional behavior. C. Ask the team leader to avoid posting any negative information about the company in the future. D. Create a social media policy that provides guidelines and usage rules.

D. Having a policy that governs the use of social media is the most effective way to regulate employee use of social media in the workplace and/or about their company. Spontaneous, unedited comments are impossible to retract, and they can be forwarded to a growing circle of employees who do not understand the context. It can damage employee attitudes quickly. Meeting with the employee or discussing the issue is not a way to guarantee a decrease this behavior in the future or discourage this type of activity from happening again.

In Human capital management, productivity measures typically refers to; A. Yield per business unit B. Direct and indirect costs per department C. Revenue per organization D. Output per employee

D. In Human capital management, productivity measures typically refers to output per employee. Human Capital Management, or HCM, is the effective acquisition, employment, and development of a company's employees through strategic and tactical practices in order to maximize their economic value.

When Yasmin applied for the job of sales representative for a building manufacturer, he participated in all the testing the organization used in its selection process. He was not hired because his score on the personality test indicated his people skills were lower than the levels of proficiency required. Even though Yasmin ranked above the fixed level of proficiency on his other tests, he was not hired because the building manufacturer uses a(n) _____ approach to synthesizing applicant test results and choosing its new employees. a. Combined b. Structured c. Compensatory d. Multiple-hurdle

D. In a multiple hurdle approach, the applicant must pass a step in the selection process toprogress to the next step. Failure at any step disqualifies the applicant from further consideration. In the multiple cutoff approach, an applicant for a job must meet a minimum score on each of several selection instruments in order to be hired. Unlike the multiple hurdle model of selection, the multiple cutoff procedure does not require applicants to take and pass the selection instruments in any particular order. In the compensatory model, the test is administered to applicants, no cutoffs are used, and applicants can compensate for poor performance on some tests by doing exceptionally well on other tests

What is needed to have a fully effective performance management system? A. The system prevents one-off entries so data comparisons are more valid. B. The system encourages users to input information in their own words so proper analysis can occur. C. Managers who implement the system are ordered to do so by senior leaders. D. Employees are educated about the system and know how to get value from it.

D. In order for a performance management system to be fully effective, employees must know how to use the system and how to get the most value from it. Managers who implement it must accept the system's value, not simply be marching on orders from senior leadership. The system can use different methods to gather and analyze data; there is not a single right way to complete that task.

Which metric best emphasizes the effectiveness of an organization's total rewards strategy? A. Turnover rate B. Survey results C. Retention rate D. Return on investment

D. In practice, there are many possible measures, metrics, and analytics HR can use to analyze the effectiveness of the organization's total rewards. Return on investment is one of them. The retention rate measures the retention of particular employees over a specific period of time and complements the turnover rate. The turnover rate shows the percentage of separations in a certain period of time. Survey results do not show the effectiveness of the organization's total rewards strategy.

In the sender-receiver communications model, what is it called when things get in the way of the communication exchange? a. Poor listening b. Blocking c. Lack of attention d. Noise

D. In the sender-receiver model, the sender has an idea or concept he/she wants the receiver to appreciate. Before any useful outcome can be achieved from the communication, the receiver has to accurately understand the sender's idea. This means the message has to be effective in the receiver's space; if the message does not engage the receiver, the sender is wasting his/her time. Each of those concepts are defined as follows: Sender: the originator of message. Encoder: the transmitter which converts the message into signals (the way message is changed into signals, for example sound waves). Channel: the signal carrier or medium. Decoder: the reception place of the signal which converts signals into message. Decoding is done by the receiver when he gets the message. Receiver: the recipient of the message from the sender. He usually gives feedback to the sender in order to make sure that the message was properly received.Noise and Feedback: the message, transferred through a channel, can be interrupted by external noise (for instance, conversation may be interrupted by thunder or crowd noise). Thus, the receiver can get an inaccurate message. This makes feedback from the receiver important in case the message is not properly received. Furthermore, the noise can also affect the decoding of the message by the receiver. Things that get in the way of the communication exchange are called "noise."

After completing a balanced scorecard for the HR function, the leader aims at increasing initiatives in learning and development by revising the performance management system to require evidence of completed certifications and/or training every year. How can the HR leader improve this initiative? A. Provide paid time off for staff to complete their growth activities. B. Obtain staff assessments of their certification/training experiences. C. Encourage staff to select their own paths for development. D. Align eligible growth activities with HR and organizational strategies.

D. It is important that HR talent development is aligned with the projected needs of the organization and the HR function based on their respective strategies. One way to do this is to require that development activities demonstrate a connection to the function's goals. Participant assessment of activities is not necessarily relevant to strategic goals. Allowing staff to choose their own paths may not build the talent the organization needs. Compensating employees for development activities is a possibility, but the HR function should ensure that the activities benefit the organization as well as the employees.

If a company wants to reinforce the importance of safety, which factors should it use as a link to the employees' annual bonuses? A. Actual number of accidents and timely return to work B. After-action debriefs and timeliness of updated plans C. Decrease in the number of reportable accidents D. Preventive safety steps reporting on potential risks or hazards

D. It is important that the rewards provided to employees reinforce the behaviors and values consistent with the company's need for safe behavior. After-action debriefs can be helpful for improving the quality of the program, but preventive safety steps reporting on potential risks or hazards is best for reinforcing the importance of safety.

Which best exemplifies an appropriate HR practice regarding employee discipline and termination? A. Terminating the employee immediately if the violation is a dischargeable offense B. Refraining from discussing an allegation with an employee pending investigation C. Providing supervisors with flexibility in applying codes of conduct D. Allowing time for both parties to review and discuss details of an alleged violation

D. It is prudent for an employer to never terminate on the spot even if the employee has seemingly made a dischargeable offense. It is always better to first complete a thorough and objective investigation. HR should ensure that supervisors are trained in the disciplinary and discharge processes and review actions to ensure compliance and consistency.

Two team members continually disagree about project decisions impacting work duties and tasks. The team leader meets with the employee relations director to seek advice on the best course of action to resolve this situation. Which is the best conflict management approach for the ER director to recommend? A)Schedule the employees to meet with the ER director, who will arbitrate a resolution for them. B) Have each employee document all disagreements in writing and submit them to the team leader for resolution. C) Advise the employees that these disagreements are disruptive to productivity and they must stop immediately. D) Suggest that the team leader meet with both employees and mediate a mutually acceptable solution

D. It's important to reach a lasting resolution to this conflict since it may damage team productivity. The ER director will recommend collaboration, a conflict resolution technique that encourages both sides to share their objectives and find a solution that satisfies both sides' objectives.

How does HR contribute to diverse locations in a multidomestic strategy? A. By ensuring that new employees are socialized into the organization's culture B. By developing global HR policies with input from subsidiaries on local needs and practices C. By training employees in the identity of the organization while preparing them for assignments D. By coordinating subsidiary activities to ensure that culture and policies are consistent with those of the home country

D. Local culture and values are accommodated in a multidomestic strategy; still, there remains a need to coordinate them with the overall organizational culture.

The chief human resources officer (CHRO) at a publicly traded company is well-liked and respected. Direct reports consistently report satisfaction with the CHRO's leadership and voluntary investment in their professional development. A favorite activity among the direct reports is the long-standing monthly coaching sessions with the CHRO at an off-site coffee shop. The CHRO pays for coffee and food during the coaching sessions and also purchases extra food items and coffee to bring back to the HR office. These meetings are conversational only and are linked to career planning and succession management. A new HR director joined the HR team 45 days ago to train as the CHRO's successor. During their first one-on-one coaching session, the HR director finds it easy to confide in the CHRO and quickly establishes trust. The HR director is impressed by the CHRO's insistence on paying for their coffee and food items. The HR director later discovers that the CHRO expenses the cost of food and drink to HR's cost center while receiving customer incentive rewards from the store that can be used to obtain free coffee. Having just completed the company's code of conduct and ethics training, the HR director believes that this practice represents a conflict of interest. Which is the most effective action for the HR director to take to demonstrate respect for the company's code of conduct? A. Talk with the CEO to express concerns about HR's cost center being charged for these expenses. B. Send a company-wide memo documenting the HR director's interpretation of the company policy in relation to common employee behaviors. C. Ask the CHRO to convene a meeting with HR staff to discuss how the coaching sessions align with the company policy. D. Meet with the CHRO to better understand the company's policy on the use of incentive rewards earned on company expenses.

D. Meet with the CHRO to better understand the company's policy on the use of incentive rewards earned on company expenses.

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

D. Meet with the director to discuss the selection criteria and performance of the firm.

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) Begin educating employees on the importance of maintaining a competitive advantage. B) Improve market share by finding new customers in different market niches. C) Introduce a change in the structure of the organization to eliminate unnecessary hierarchy. D) Assess the current strategic fit in the organization to identify needed core competencies

D. Note that assessment must come before a solution. Strategic fit relates to the situation in which various resources of organization (human, financial, material, technology, knowledge) are aligned with strategic goals and development objectives set by managers in the organization during strategic management process. Strategic fit can be divided into various sub-fits e.g. financial strategic fit, market strategic fit, technology strategic fit. By achieving high degree of strategic fit, managers can exploit opportunities of the organization and reduce negative impact of threats.

As part of the organization's new strategy to compete on the basis of on-time, error-free delivery of services, the VP of HR has implemented new recruitment criteria and onboarding/training programs that focus on quality, continuous improvement, and customer focus. What should the VP do next? A. Survey best practices by the industry leaders. B. Assemble an HR team to design refresher classes in continuous improvement. C. Invite senior management to sit in on new hire orientation meetings. D. Report to senior management on changes in key quality metrics.

D. One of the key performance standards for advanced HR professionals is to monitor for the results of HR activity—in this case, metrics that might show progress towards organizational goals that could be attributed to changed hiring and onboarding practices. Probably best practices were researched before implementing the new approaches. Engaging the attention of senior management is a good idea, but proof of results would be more effective. Reinforcing initiatives is also a good idea, but proof of the initiative's effectiveness should be obtained first.

An HR director wants to quickly compare engagement survey results among different groups at different levels within the organization. What capability will make this easier? A. Machine learning B. Online analytical processing C. Relational database structure D. Artificial intelligence

D. Online analytical processing (OLAP) allows quicker analysis of data by storing data in a multidimensional way. This is in contrast to the limitations of a relational database, which can increase analytical time. It also allows the data analyst to look at the data in different ways-to drill down into variously defined employee subgroups or get an overview of results across employee levels or areas.

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) Better work/life balance B) Labor fluctuations C) Market disruption D) New organizational structure

D. 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

A talent director at a global apparel company is designing an employee value proposition (EVP) to grow the external candidate pipeline. Which action should the talent director take first? A. Develop separate and distinct branding for the EVP that is different from the marketing brand to avoid confusing candidates B. Create a unique EVP brand and recruitment campaign materials for each region across the global organization and appeal to local audiences C. Engage with external vendors to minimize bias and ensure cultural sensitivity on EVP recruitment campaign materials D. Partner with marketing team to build an EVP and associated recruiting campaign that align with the company's core brand

D. Partner with marketing team to build an EVP and associated recruiting campaigns that align with the company's core brand

A new HR director with a manufacturing firm is completing a new-hire rotational training program. The director spends six months in three departments: manufacturing, finance, and facility services. During the rotation, the HR director works closely with the leadership team in each department to complete a recruiting needs assessment. During the finance rotation, the HR director learns that the finance director has a close working relationship with a recruiting firm in which the owner is a former employee with significant knowledge of the organization. However, the current time-to-fill ratio and turnaround time for the firm are below average. The HR director carefully reviews the current recruiting strategies and decides to begin a search for a primary vendor partner for recruitment services. The HR director sets a goal to present a list of finalists with a final recommendation at the next quarterly executive leadership meeting. With the decision made to begin a search for a new primary vendor partner for recruitment services, which next step should the HR director take? A. Compile a list of all current recruiting partners used across all departments and request rankings from department leads. B. Develop a survey for hiring managers to capture feedback on their satisfaction with current recruiting vendors. C. Solicit recommendations from each department lead to compile a final list based upon the needs in each department. D. Partner with the department leads to design a request for proposal (RFP) to send to potential recruiting vendors.

D. Partner with the department leads to design a request for proposal (RFP) to send to potential recruiting vendors.

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. Hire a new chief sustainability officer and allow the new hire to set the course for the organization. B. Invest in the creation of online products and influence customers to avoid printing hard copies of its products. C. Purchase only sustainably produced paper at a higher cost, passing the cost difference on to the customer. D. Partner with other local businesses to drive sustainability initiatives in the local area.

D. 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.

An organization addressing salary compression is most likely in which step of administering a pay structure? a. Making pay adjustments b. Maintaining an up-to-date structure c. Processing performance increases d. Dealing with pay inequities

D. Pay compression is when employees who have been in a job for a long time make less than new hires in the same position -this is a form of pay inequity and can result in flight risks. An effective solution to pay compression is to pay employees what they are worth by resolving pay inequities through enacting merit pay structures and market increases across the board

The HR department is creating a program to help managers successfully manage, develop, and evaluate employees. Which components must be part of this performance management program? A. Self-evaluation and peer review B. Conflict management and negotiation C. Performance evaluation and pay for performance D. Position description review and performance planning

D. Position description review and performance planning are essential components of a comprehensive performance management program. Position descriptions help communicate performance expectations that align with position responsibilities, and performance planning fosters engagement and employee development. Pay for performance is an effective compensation strategy in some, but not all, organizations. Similarly, peer review may be an effective form of performance appraisal in some, but not all, organizations. Conflict management and negotiation are skills that are effective in many HR activities.

Which outcome is most likely if a German company with robust policies and work rules acquires a United Kingdom company that has few rules and corporate policies, whose strength is a quick response to market opportunities? A. The merged organization will adopt the United Kingdom's company approach, ensuring quick response to market opportunities. B. The merged company will experience operational problems and employee dissatisfaction post-merger. C. The acquired United Kingdom workforce will easily adopt and adapt to the rules and procedures of the German company. D. The differing organizational approaches of the companies will be a source of workforce challenge and discord.

D. Post-acquisition strategies generally result in streamlining the workforce and business operations. As a result, workforce challenges and discord are likely to emerge and will need to be addressed. Operational problems are not likely since each entity currently operates successfully and easy adoption of divergent approaches by workforces is very unlikely.

An HR director for a government organization is tasked with developing the recruitment and selection process for hiring a new CEO for the organization. The HR director develops a comprehensive process, including identifying recruitment strategies to obtain a large candidate pool, developing a competency-based assessment, designing the interview process, and conducting reference and background checks for the position. Two candidates are identified through the process and recommended to the board of directors for consideration. The board refuses to hire either candidate because of the candidates' political affiliation. The HR director is asked by the board to continue the search for a CEO. Although this is legal in the organization's country, the HR director feels uncomfortable with the board's request. The HR director learns that the former CEO had a certain political affiliation and often tried to use the organization to advance the goals of the CEO's political allies. How should the HR director use this information to respond to the board's concerns about candidates' political affiliation? A. Provide the board with examples of ethical leaders who have the same political affiliation as the former CEO. B. Add information to the job description that states that political affiliation is taken into consideration. C. Develop ethics training that all employees are required to attend on an annual basis. D. Recommend to the board that the integrity of the candidates be assessed through components of the selection process.

D. Recommend to the board that the integrity of the candidates be assessed through components of the selection process.

Queen works for a large fast-food restaurant chain. Her job is to visit different restaurants in the chain and rate their speed of service, quality of food, cleanliness of store and restrooms, and displayed promotional materials. From this brief description of Queen's job, it is obvious that the fast-food restaurant chain uses _____ criteria in its performance measurements. a. trait-based b. input-based c. behavioral-based d. results-based

D. Results-based criteria in its performance measurements. Result-based performance management is characterized by little monitoring and directing by management and evaluations being done with objective measures. There are three main methods of determining performance. The first is the trait method, in which managers look at an employee's specific traits in relation to the job, such as friendliness to the customer. The behavioral method looks at individual actions within a specific job. Comparative methodscompare one employee with other employees. Results methods are focused on employee accomplishments, such as whether or not employees met a quota or an objective

Which is an example of reverse innovation? A. Copycat product created via reverse engineering by a competing organization B. More expensive version of an existing product targeted for emerging economies C. "New" product that is actually a much older version of an existing product D. Product made by or for an emerging economy that is then sold in developed economies

D. Reverse innovation refers to products created for or by emerging economy markets that are then imported to developed economy markets.

Which employee would be covered under the whistleblower protections in the Sarbanes-Oxley (SOX) Act? A. Employee who raises allegations of fraud using Facebook and Twitter B. Employee who discusses an allegation of fraud with a family friend C. Employee who raises allegations of fraud to a Washington Post reporter D. Employee who raises allegations of fraud to the Securities and Exchange Commission

D. SOX protects employees from retaliation when they raise allegations of fraud to either a federal agency or a member of the organization who has the authority to "investigate, discover, or terminate misconduct." Raising the allegations to the Securities and Exchange Commission would qualify employees for protection under the act, while using social media, a family friend, or going to the media would not qualify for whistleblower protections.

The chief human resources officer (CHRO) at a publicly traded company is well-liked and respected. Direct reports consistently report satisfaction with the CHRO's leadership and voluntary investment in their professional development. A favorite activity among the direct reports is the long-standing monthly coaching sessions with the CHRO at an off-site coffee shop. The CHRO pays for coffee and food during the coaching sessions and also purchases extra food items and coffee to bring back to the HR office. These meetings are conversational only and are linked to career planning and succession management. A new HR director joined the HR team 45 days ago to train as the CHRO's successor. During their first one-on-one coaching session, the HR director finds it easy to confide in the CHRO and quickly establishes trust. The HR director is impressed by the CHRO's insistence on paying for their coffee and food items. The HR director later discovers that the CHRO expenses the cost of food and drink to HR's cost center while receiving customer incentive rewards from the store that can be used to obtain free coffee. Having just completed the company's code of conduct and ethics training, the HR director believes that this practice represents a conflict of interest. What should the HR director do to build credibility and trust with the HR staff members? A. Distribute a summary of the company's ethics policy to HR staff members and invite their comments and feedback. B. Invite HR staff members to attend external networking events for HR professionals to expand their career options. C. Share expertise and experiences with HR staff members whenever they ask for support with their daily assignments and tasks. D. Schedule meetings with HR staff members to learn more about their daily assignments and tasks and how they support the HR department's goals

D. Schedule meetings with HR staff members to learn more about their daily assignments and tasks and how they support the HR department's goals

A manager asks the HR manager to help with retaining a high-potential employee. Which of the following recommendations would best address this request? A. Review previous exit interview data to determine what has led to turnover in the past. B. Identify training opportunities the employee is interested in and provide those. C. Recommend a spot bonus for a particular project to reinforce behavior. D. Conduct a stay interview with the employee to identify job satisfiers and dissatisfiers that can be addressed.

D. Stay interviews allow a manager to identify what drives engagement and retention with an employee. They are often conducted with high-potential employees. Stay interviews are different from exit interviews, which gather data following a departure. Stay interviews are considered a leading indicator of engagement and satisfaction, while exit interviews are considered a lagging indicator.

Which information should the HR director share to best influence the leadership team to support offering a stock ownership incentive plan to all employees? A. It would improve individual performance by providing development opportunities that create a results-focused culture. B. It would enhance individuals' ability to perform multiple tasks that help to increase their performance. C. It would increase competition for retention of talent and address disgruntled employees who feel they deserve better. D. It would give employees a stake in the company and enhance employee productivity and organizational performance.

D. Stock ownership plans based on organizational performance are an example of an incentive pay plan. Plans providing employees with a means of acquiring employer stock are designed to encourage employees to invest in the organization and to give them, as shareholders, a financial stake in the future success of the organization. The organization's stock may be purchased or earned.

A strategy does which of the following? A. Provides preplanning and planning activities to accomplish organizational goals B. Provides a specific description of practical steps used to achieve business goals C. Describes the direction of the business will take and what will achieve at the corporate and business unit levels D. Identifies the strengths and opportunities of a business towards enhancing its competitive advantage

D. Strategy uses methods such as strengths, weaknesses, opportunities, and threats (SWOT); political, economic, social and technological (PEST); preplanning; and planning activities to help maximize organizational competitive advantage. An objective provides a specific description of practical steps used to achieve business goals, and goal describes the broad direction the business will take and what it will accomplish

Which item identifies a structural barrier to risk management? A. Leaders who are willing to assume risks B. Resistance to new ideas and strategies presented C. Low awareness of risk management strategies D. Likelihood that business units will value operational needs

D. Structural barriers relate to a lack of integration across an enterprise and the tendency to place operational needs above enterprise needs and strategy.

While completing a job analysis of management positions, HR finds evidence of confusion among the roles regarding responsibilities. Which intervention should HR identify as a way to optimize the strategic performance of the organization? A. Team formation B. Stakeholder involvement C. Cultural transformation D. Departmentalization

D. Structural interventions are designed to increase strategic performance through changes, possibly in multiple areas, at an organizational level. Departmentalization refers to the way an organization groups its jobs and aligns effort. It can help clarify roles and responsibilities.

As part of its brand, an employer espouses a commitment to green energy. How does a focus on sustainability support the employment brand's credibility? A. By presenting an appearance of commitment to overshadow other activities B. By encouraging employees on ways to save the company money C. By placing a focus on awareness regardless of the bottom-line effect D. By educating employees on ways to reduce their carbon footprint

D. Sustainability practices will have the greatest impact on credibility because the action supports the intention. Such practices can include sustainable purchasing guidelines, efficient energy use, eliminating toxins in manufacturing, the ability of products to be disassembled and recycled, and the use of communication technologies that help to reduce the carbon footprint.

The implementation of a self-service feature for benefits enrollment on the company's intranet is an example of? A. Cost Control B. Scheduling C. Efficiency D. Technology

D. Technology can offer cost control and improve efficiencies in the human resources area by reducing the need for personnel to process HR-related data

What does it mean when a process has been validated? A. That the process has been archived and no longer needs review B. The process has been approved by an external regulatory board, like the FDA C. That the process has been approved by upper management D. That process inputs are tightly-controlled and produce the same desired output each time the process takes place

D. That process inputs are tightly-controlled and produce the same desired output each time the process takes place

Which is a key task in the implementation stage in CSR strategy? a. Define the extent and nature of HR's leadership role. b. Measure and evaluate initial results. c. Establish a guiding sustainability department. d. Set priorities and objectives

D. The CSR Strategic Process includes -Executive Commitment -key to getting executive commitment is making a business case for CSR, i.e. demonstrating that it has business value and contributes to the bottom-line. Assessment -There are two components to the assessment step:1. Reviewing systems and procedures within one's own organization to determine their current state of sustainability.2. Gathering input from internal and external stakeholders. Infrastructure Creation -This step involves creating the infrastructure that will be responsible for guiding, overseeing, administering, reviewing, and championing the CSR strategy. Plan Implementation -The implementation stage of the CSR strategy involves setting priorities and objectives, tactical steps, and how to implement action plans. Measurement, Reporting, and Evaluation -ensure that all objectives have corresponding metrics and that a complete reporting and evaluating infrastructure is in place (The Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines are the universally accepted standard for reporting of an organization's sustainability efforts and progress)Reassessment and Revision -Based on the evaluation of results, tactics and strategic goals should then be revised.

Which of the following is a characteristic of the VUCA business environment? a. Globalization b. Rapid change c. Changes in technology d. All of the above

D. The acronym VUCA describes a business environment that is all at once volatile, uncertain, complex, and ambiguous. These conditions are influenced by globalization, such as changing demographics, rapid change as companies respond to opportunities, and advances in technology, such as digital media and platforms. HR must plan for and be able to operate within a VUCA environment.

The corporate social responsibility (CSR) initiative team has reviewed all organization systems and procedures, interviewed all upper management personnel, and surveyed all employees as to current attitudes, concerns, and goals. Which item will complete the assessment phase of the CSR strategic process? A. Developing a sustainability scorecard B. Creating the strategic infrastructure C. Outlining the strategic implementation plan D. Consulting with external stakeholders

D. The assessment phase of the CSR strategic process involves reviewing all organization systems and procedures; interviewing all upper management personnel; surveying all employees as to current attitudes, concerns, and goals; and consulting with external stakeholders.

Which action would allow an organization to simultaneously cut costs and benefit society? A. Implementing a waste management program that sorts recyclable and compostable materials from waste generated B. Purchasing 100% renewable energy at an increased cost over energy produced from traditional sources C. Removing all landscaping from its facilities in an effort to reduce water consumption D. Investing in better supply chain management tools to drive efficiency in the way the organization transports goods

D. The best action the organization could take to both cut costs and benefit society would be to invest in better supply chain management tools in a bid to more efficiently transport goods. This would both generate cost savings and reduce emissions associated with inefficient transportation of goods.

As VP of HR, you are helping your company's executive committee plan a highly experimental manufacturing process. It will be employing unusual nontraditional technology and work structure to produce an innovative product. There is a significant possibility that the venture will fail, however, if it is successful, the profits will be immense. Your company has manufactured a related product line for over 50 years using traditional methods. With your knowledge of organizational culture, you suggest that; a. it would be best to try this process in an existing plant with senior employees selected to form the core workforce. b. since this is a new manufacturing process, the appropriate HR policies and procedures will not be apparent until the plant is actually up and running. c. although a new location would be best, it is important that HR policies and procedures promote the organization's traditional and unique culture in the new plant. d. it would be best to try this process with new employees in a separate location with new HR policies and procedures.

D. The best option will be to establish this nontraditional process in a separate location with new HR policies and procedures that are aligned with the innovation and unique nature of the manufacturing process.

Management tells HR that it should budget for an increase in the hiring rate in the upcoming year but that HR head count cannot increase. How will this affect the HR budget? A. Since the head count will remain the same, the HR budget will remain the same. B. The budget will be increased by the same percentage as the increase in the total workforce. C. The budget for fixed-cost items will decrease. D. The budget for variable cost items will increase

D. The budget cannot remain the same because variable costs associated with hiring tasks (costs affected by the volume of activity) will increase. As long as function responsibilities, facilities, and staffing levels remain the same, fixed costs should stay the same. The increase in costs will be driven by the number of new hires; it will not be an incremental increase in the budget.

A company has entered a period of no growth or new business initiatives. What type of initiative is the HR director most likely to support during a budget meeting with the HR team? A. Development of a pay-for-performance system for high performers B. Review and revision of the company's employee policies C. New recruitment strategy centered on social media expertise D. Enhancement of work/life balance including compressed workweeks

D. The company is entering the decline phase of its life cycle and will have fewer resources. The HR director will be interested in any way to retain current employees without significant resource or budget impact. Without incoming revenue, it cannot expand recruiting capabilities and does not need to. Reviewing policies will not enhance engagement and retention. A pay-for-performance system would require a significant investment in the payroll budget.

Which company is covered by the Worker Adjustment and Retraining Notification (WARN) Act? A. A company that has had 50 full-time and 50 part-time employees working 20 hours during the three-month holiday season B. A company that has 50 full-time employees, half of which have worked outside the U.S. over the last 12 months C. A company that has had 50 full-time and 50 part-time employees working 19 hours a week over the last 12 months D. A company that has had 50 full-time and 50 part-time employees working 30 hours a week over the last 12 months

D. The company that has had 50 full-time and 50 part-time employees working 30 hours a week over the last 12 months is covered by the WARN Act.

The growth of digital media has had what impact on how organizations compete? a. Digital media helps connect like-minded individuals to organize around social causes b. Digital media can enhance flexibility for workers and employers c. Digital media services can facilitate educational objectives and employee development activities d. All of the above

D. The connectivity of many individuals today across the globe has impacted nearly all segments of HR programs and organizational competitiveness for talent. This includes an increase in the need for HR programs that support employee social causes, work/life flexibility (such as policies defining "disconnect" time from emails after hours), and the availability of employee training and development activities outside of traditional academic settings

Why is the identification of an organization's core competencies so important to its long-term success? A. The core competencies will help the company identify its competitive advantage B. The core competencies often translate to increased revenue streams C. The identification of the core competencies will aid in the proper allocation of resources and making of outsourcing decisions D. All oo the above are correct

D. The core competencies are the parts of a company's operations that they do best and that set them apart from the competition. The identification of an organization's core competencies is a critical outcome of the strategic planning process, resulting in clear direction of resource allocation, opportunities to outsource non-core related activities, and capitalizing on strengths to increase revenue.

At least once a year, the board and the president meet to determine which risks are emerging and which have come off the list. Which person is in the best position to facilitate this process of revisiting and updating the risk matrix? A) President or chief executive officer who meets regularly with the board and is the manager of the senior administrators B) Senior auditor who may be aware of the organization's lapses in policies and procedures C) Chief human resources officer who is already responsible for personnel information and policies D) Designated risk manager or owner of the risk management process who is supported by the board

D. The designated chief risk officer would be best to facilitate the process of risk assessment and updates. The CHRO may be the point of contact when there is no chief risk officer; however, there may be conflicting responsibilities of maintaining the confidentiality of personnel information and the need to share such information for risk management purposes.

Which HR action best illustrates an attempt to establish equity in a workplace? A. Job openings are advertised in a broad range of places and in a variety of ways. B. Criteria for successful completion of a certification course are published on the organization's intranet. C. A performance management criteria for all managers is ability to deliver feedback and coach all employees. D. A recently promoted employee from a minority group is offered access to a manager mentor.

D. The goal of equity in the workplace is to use available support systems to help everyone to achieve the same level of performance. A mentor program may give a new manager access to individualized coaching that can make up for the effects of previous social, educational, and employment inequities.

What is one of the three considerations for understanding global forces? A. The effects of any given global force will be felt consistently and universally across the globe. B. The various PESTLE-type forces shaping globalization today are each isolated and can best be understood in terms of their unique individual effects. C. Any given global force will have equal but opposite effects in emerging countries versus developed countries. D. While the effects of a given global force are also global, their impact may be felt uniquely by different cultures, industries, and organizations.

D. The impact of a given global force will be felt differently by different cultures, industries, and organizations. For example, global warming will affect developing and developed countries differently, just as it will affect nonsustainable and sustainable industries differently.

Which key task should an HR leader focus on first in implementing a corporate social responsibility strategy? A. Measuring and evaluating initial results. B. Identifying the leadership roles for leading the initiative. C. Establishing a sustainability department. D. Setting priorities and objectives.

D. The key tasks at the implementation stage are to set strategy and priorities and objectives (including how intermediate tactical steps will lead to long-term objectives) and to implement the action plan. Establishing a sustainability department is optimal, but is not a key task. Measuring and evaluating initial results is better following the implementation. Identifying leadership roles is important, but those roles better fit once the priorities and objectives have been identified.

Narrow spans of control and standardized rules and procedures are most often reflected in which type of business structure? a. Authoritarian b. Open systems c. Scientific d. Bureaucratic

D. The most basic elements of pure bureaucratic organization are its emphasis on procedural regularity, a hierarchical structure and system of accountability and responsibility, specialization of function, a legal-rational basis, and fundamental conservatism. Bureaucratic structures emerged as businesses grew and the need to manage larger work groups and projects developed. These business structures are characterized by narrow spans of control and standard operating procedures to ensure that work gets done and all stakeholders have unity of direction

An organization has committed to sustainable business practices, focusing on reducing energy use, waste, and pollution. What community action would be a logical extension of this value? A. Networking with local government officials B. Joining a local business chamber for a year C. Creating aesthetically pleasing landscapes on the organization's property D. Lobbying for better bus service to the organization's facility

D. The most logical extension of the organization's focus is to seek ways to increase use of public transportation by employees and visitors, perhaps by increasing service.

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) Not currently controlled and expensive to control D) High probability of occurrence and high impact

D. 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.

An organization is extremely risk-averse, 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. Software as a subscription hosted on the public cloud B. Subscription software hosted on private cloud servers C. Perpetual license software hosted on private cloud servers D. Proprietary software hosted on the organization's on-site servers

D. 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.

HR works with a committee of managers to identify and assign points to pertinent compensable factors for various jobs. These points are totaled to come up with an overall point value for each job. The relative worth of each job can then be compared to the others based on their point values. This is an example of what type of job evaluation? A. Job ranking B. Job classification C. Job-content-based job evaluation D. Point-factor system

D. The point-factor system is a form of quantitative evaluation. It is the most commonly used method of job evaluation. The compensable factors chosen for the evaluation must reflect the nature of the job being evaluated. Factors commonly evaluated include skills, responsibilities, effort and physical demands, working conditions, and supervision of others.

The manager of an organizational development department is assigned to establish a performance management training program in a satellite office in a different country. The manager is told to be aware of the low power distance culture when approaching training. Which observation is the manager most likely to make? A. Decisions regarding who should participate in training may be based on group membership. B. Training needs analyses are conducted participatively. C. An individual's or group's training needs are based on formal performance evaluations and specific developmental objectives. D. Decisions regarding who should participate in training are based on developmental needs or skill deficiencies.

D. The power distance dimension of culture (the degree to which the hierarchical distribution of power is accepted by all the culture's members) can influence the information that is shared and the developmental and training needs that may be identified during the analysis step of instructional design. In a low power distance culture, selection for training is usually based on developmental needs rather than group affiliation. Needs analyses can involve learners, since individuals may be less concerned about "loss of face."

What initial action should HR take when it recognizes a lack of diversity throughout the organization? A. Offer diversity training to all employees. B. Increase recruitment budgets to source candidates. C. Seek input from managers on potential challenges. D. Set goals and objectives for future staffing.

D. The process of reconciling the differences between supply and demand establishes the goals and objectives for the staffing plan. Diversity training would not be the initial action to pursue, although it may be part of a diversity initiative. Increasing budgets to accommodate more sources for diverse candidates and seeking input from managers about any potential challenges may or may not be needed.

An employee is reinstated after being wrongfully terminated. The HR director is instructed to ensure restoration of the employee's full leave accrual balances even though the employee received full payment for all applicable accrued leave balances at termination. Which is true of this request? A. It is unethical, dishonest, and illegal. B. It is a violation of HR policy. C. It is a violation of the organization's code of ethics. D. It is unethical and dishonest, but it is not illegal.

D. The request is unethical and dishonest, but it is not illegal. Although there are a few exceptions (FMLA leave, for example), employee leave accruals are determined, provided, and governed by an employer's policies rather than by law unless the employer can create laws, regulations, or ordinances (as is the case with federal, state, or local governments). The request may not be a violation of HR policy or the organization's ethics code.

An organization has identified multiple goals for its risk management program. How does it go about sifting through the risks to prioritize those that will get attention and resources immediately? A. A risk prioritization matrix called the PAPA model (prepare, act, park, adapt) can be used. B. The executive in charge may have a list of priorities and personal inclinations for what should be prioritized. C. A risk matrix can identify the impact and probability of a threat or event occurring. D. A risk scorecard can identify the higher threats and priorities; these can be ranked by their scores.

D. The risk scorecard can provide a first-pass list of risk threats which then allows the executives to discuss and prioritize or reprioritize as needed.

An HR manager is negotiating a new contract with a recruiter. The HR manager has a specific budget and is responsible to management for the use of this budget and for meeting organizational diversity goals. The HR manager also has demanding internal clients who do not understand it when an open position is not filled promptly. In the past, HR has always worked with a designated liaison, but the recruiter does not want to commit to that. In this scenario, what would be considered a "want" rather than a "need"? A) Diverse candidates B) Performance data C) Proven capacity D) Single liaison

D. The scenario suggests that time to fill is critical, so the recruiter's capacity to respond quickly to requisitions would be important. Since management requires performance reports and diversity, HR needs data from the recruiter that can be used to measure HR performance and a diverse pool of applicants. Of the items listed, the issue of a single contact person or liaison would be a negotiable "want."

What should HR recommend if the stated values of an organization identified during the strategy formulation process do not match with employee behavior? A. Recommend an immediate intervention plan B. Recommend that the values statement be included in the employee handbook C. Adopt a set of work rules that are written in alignment with the values D. Establish corporate goals that see to align corporate values with the behaviors

D. The strategic planning process often results in the identification of seemingly disparate ideas and behaviors, especially with regard to values. It is the purpose of the strategy formulation process to set goals that seek to align company values with the work behaviors of both management and employees.

Which situation illustrates an employee unfair labor practice? A. A union collects dues from its members that are used to support union services, such as bargaining. B. A high-level union official meets regularly with a high-level manager from the employer. C. An employee discusses union activities with a friend over lunch in the employee cafeteria. D. A group of employees ostracize a coworker who did not participate in a recent work action.

D. The union and its members are not allowed to violate the freedom of speech of any employee. Discussing union activities is protected by freedom of speech. Meetings of managers and union representatives are the norm. Unions are not prohibited from collecting dues, but employees are not required to pay dues to unions in many jurisdictions.

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. Revised leadership structure for the subsidiary based upon analysis of the succession planning data B. Total head count data along with turnover statistics for the subsidiary as compared to the organization C. Recommendations for potential buyers based upon HR's knowledge of the local recruiting market D. Employee census for the subsidiary that includes current roles and total current compensation

D. 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 vice president of HR recently completed a SWOT assessment for the organization's CEO. A major part of her conclusions is that employee morale is at a crisis point. The last employee engagement survey was conducted four years ago, with negative feedback in all areas, particularly about trust and respect for supervisors and management. Employees did give high marks to the company's senior management, especially the CEO, who employees feel is an inspiring, visionary leader who sincerely cares about them. The vice president decides that the best way to improve morale and employee relations throughout the company is to administer a new employee engagement survey and use the previous results as a baseline for data comparisons to assess changes. The CEO supports the action plan. The employee relations manager informs the vice president of HR that they have run demographic reports and have found that almost half of the current workforce has less than four years of service, which raises the question of whether the old survey will be a valid baseline. What would be the most effective response? A. The vice president should consult with the CEO as to the aging of the data that was intended to serve as a baseline, compounded with the workforce turnover since that time. B. The vice president should request that the employee relations manager not share this information with the CEO since it really has no impact anyway. C. The vice president should ignore the employee relations manager's input, since she has already committed to using the baseline results of four years ago as outlined with the CEO. D. The vice president should thank the employee relations manager for the information, point out that a majority of the workforce was here then, and proceed with the survey.

D. The vice president should thank the employee relations manager for the information, point out that a majority of the workforce was here then, and proceed with the survey.

Which of the following HR practices may inadvertently work against positive organizational outcomes? a. Company policies b. Performance management systems c. Compensation practices d. All of the above

D. There are many instances in which HR activities may undermine the strategic goals of an organization. In some cases, policies that are too restrictive may frustrate management efforts at productivity. Performance management systems may not be measuring the proper behavioral targets, making them inadequate and demotivating. Compensation practices that are unfair and are not tied to clear performance outcomes, may impede a company's ability to attract and retain talent. For this reason, HR must ensure that its policies and practices are closely aligned to desired organizational outcomes

Which is an example of the risk management strategy of mitigation? A. After investigating a claim; a manager suspected of sexual harassment is discharged. B. Senior management will tolerate a certain amount of risk incurred from pilferage. C. Ransom and recovery insurance policies are purchased for all of the company's global assignees. D. Department leaders train two employees to perform critical leadership tasks.

D. 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).

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

D. 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). Mitigation -the action of reducing the severity, seriousness, or painfulness of something.

A vice president of HR recently completed a SWOT assessment for the organization's CEO. A major part of her conclusions is that employee morale is at a crisis point. The last employee engagement survey was conducted four years ago, with negative feedback in all areas, particularly about trust and respect for supervisors and management. Employees did give high marks to the company's senior management, especially the CEO, who employees feel is an inspiring, visionary leader who sincerely cares about them. The vice president decides that the best way to improve morale and employee relations throughout the company is to administer a new employee engagement survey and use the previous results as a baseline for data comparisons to assess changes. The CEO supports the action plan. The vice president learns that the administrator of the previous employee satisfaction survey is no longer in business. An Internet search identifies several alternatives, and she has the questions from the previous survey. What is the best next step for the vice president of HR to take? A. Quickly develop a request for proposal and send it to at least five of the survey service providers, allowing a three-week response time. B. Delegate this task to the employee relations manager, setting expectations that this is to be a top priority and a new vendor must be selected as soon as possible. C. Inform the CEO that the prior service provider is no longer an option and ask what to do next. D. Use a ubiquitous, inexpensive, and reputable web-based survey tool that can easily be initiated

D. Use a ubiquitous, inexpensive, and reputable web-based survey tool that can easily be initiated

An HR manager has been promoted to a position at the organization's headquarters after ten years at a divisional office. What would be the best first step in establishing himself in his new position? A. Focus on learning assigned job tasks rather than learning the organization. B. Study the organization's policies and decision-making hierarchy. C. Promote a promising idea that appeals to most HR staff and employees. D. Watch how leadership behaves when faced with decisions and changes.

D. Watch how leadership behaves when faced with decisions and changes. To be a leader, the HR manager must learn the informal aspects of the organization, including such factors as the existing political alliances, motives, ways of working together, attitudes toward opportunities and risk, and the ability to promote change. This can be done by observing HR leaders in action. The HR manager probably already knows the formal aspects of the organization. The odds for success in advancing one's career before knowing the organization and creating allies are not good.

Why should a firm require its supply chain to mirror its code of conduct? A. It is a contractual requirement for an organization's vendors. B. Public image is critical to the suppliers and vendors. C. Cultural imperialism is a deciding factor in business. D. Producing better products supports the growth of business.

D. When all in the supply chain have the same code of ethics, the result is better products and services.

Which strategy best positions an organization to handle the departure of key leaders? A. Partnering with a well-established executive search firm that specializes in placing high-potential leaders B. Establishing an employee referral program that has a higher dollar amount for senior positions C. Identifying potential leadership candidates to target for recruitment from comparable employers D. Implementing an integrated succession management and leadership development program

D. When an organization has an integrated succession management and leadership development program in place, it is well positioned to handle the departure of key leaders. In such cases, the loss of any one individual does not incapacitate the organization because of a greater overall capacity for leadership. There is not one person but any number who can step in and assume part or all of the open job responsibilities until a successor can be appointed either from the inside or as an external hire.

Which is the best example of a core competency that an organization could focus on when creating a strategic plan? A. Web development director who is passionate about social causes and outreach initiatives B. Ethnically diverse workforce hailing from across the country C. Pair of instructional designers who do an excellent job of keeping work fun for coworkers D. Expansive organizational knowledge of cutting-edge software development tools

D. When looking at strategic planning, a core competency is a unique advantage that an organization possesses that is difficult for competitors to imitate. The best example of this is expansive organizational knowledge of cutting-edge software development tools, which could be leveraged in many different ways and is difficult and time-consuming to build from scratch if it is not already present in an organization.

As an organization's risk awareness culture matures, how will its risk management processes change? A. Staff will be more observant and trained in their areas of responsibility. B. More after-action debriefs will be conducted to discuss lessons learned. C. Quality assurance and continuous improvement will be promoted. D. There will be more emphasis on upside risks (opportunities).

D. When risk management is introduced in an organization, typically downside risks are discussed. There will be more emphasis on upside risks, or opportunities, as the organization's risk awareness culture matures.

Which action violates the protected class status of a pregnant employee under Title VII as amended by the Pregnancy Discrimination Act? A. Allowing pregnant females to work in their current positions as long as they are able to perform their jobs B. Treating pregnant females the same as any other temporarily disabled employee as it relates to leave requests C. Limiting the amounts payable by the insurance provider to the same extent as for other conditions D. Singling out pregnancy-related conditions for special procedures to determine a person's ability to work

D. Women who are pregnant or are affected by pregnancy-related conditions must be treated in the same manner as other applicants or employees with similar abilities or limitations. An employer may not single out pregnancy-related conditions for special procedures to determine an employee's ability to work.

Which diversity and inclusion challenges are most likely to involve issues that scheduling flexibility can address? A. Nationality, ethnicity B. Personality, work style C. Organizational function D. Family status, religion

D. Work/life balance issues, especially critical for parents of young children or for older workers caring for their parents, can be addressed with flexible work schedules. Schedule adjustments for religious holidays and/or daily prayer can also help balance work and religious obligations.

The talent team at Timble commissioned a group of experts to review data on employee backgrounds, capabilities, and performance. The outputs were used to identify factors that may influence an employee's decision to leave their job and design intervention strategies to improve retention. This is an example of which of the following HR activities? a. Data mining b. HR metrics c. Employment data collection d. Workforce analytics

D. Workforce analytics is the approach of measuring behaviors of potential or actual employees and analyzing them to improve people and business performance. It involves the ability to analyze, interpret, and act on that data to improve HR and often times, company performance

How does workforce planning affect the organization? A. Makes the organization more risk-averse B. Increases profit but decreases engagement C. Increases profit by reducing head count D. Makes the organization more competitive

D. Workforce planning is the process of analyzing the organization's workforce and determining steps required to prepare for future workforce needs. The effect is to right-size the organization to meet its strategic performance goals. Having more information and analysis may not affect the organization's risk tolerance and appetite, but it might actually increase its willingness to take risk since it knows its capabilities. It should not decrease engagement since it supports adequate staff and training. It does not necessarily involve reducing head count; it could result in workforce increase.

What is true of the differences in generational impacts on globalization? A. Older generations of employees are more globally savvy than younger generations. B. Older generations' use of early technology such as computers and fax machines made them the first "digital-native" generation. C. Younger generations of workers are more likely to see the world as discrete islands of politics, culture, and economics. D. Younger generations of workers may embrace globalization more readily than older generations.

D. Younger generations, which were raised in a more highly globalized environment, tend to embrace globalization more readily than older generations, which may be less globally savvy and may still perceive the world as discrete islands of us-versus-them politics, culture, and economics.

The shared service centers of a multinational technology company are concentrated in one country. They provide back-office operational support for the finance and accounting, procurement, and HR functions of the company. The local talent market for the back-office operations skills ¡s very competitive, but the company has been successful in recruiting experienced professionals from its competitors. The main draw has been the generous compensation and benefits package and the general perception of an amiable and cooperative management team. While competitors' workforces have unionized in this country, this company's workforce has remained union-free. The annual planning process has kicked off. The process begins top-down with the global HR and finance teams recommending the payroll increase budget for each country based on key economic indicators, company performance, affordability, and compensation market survey data and recommends a salary increase budget of 18% for this country. The country HR director is concerned that the recommended budget is too low and believes that in order to remain competitive and compensate for inflation, the increase should be 30%. The country director brings her concerns and recommendations to the global VP of HR. In a discussion with the global VP of finance and the global functional leaders, the global VP of HR learns that the 18% budget increase is a stretch and that going any higher will have a negative bottom-line impact. Which action should the country HR director recommend country leaders take that would proactively support a union avoidance strategy? a. Instilling a culture of trust and teaming between employees and management b. Tracking employee engagement scores and looking for and addressing he issues as they arise c. Ensuring that managers are trained to implicitly communicate the negative impact of unions d. Conducting a communications campaign to remind employees of the growth-stifling impact of unions

The answer is A is the best response. Building and sustaining a culture of trust between employees and management is one of the most successful strategies for avoiding unionization. B is a reactive rather than proactive strategy for union avoidance. Engagement scores will identify that a problem exists, whereas the intent of a proactive strategy is to prevent the problem from developing. C could have ethical and legal implications in some countries. D might be viewed as a veiled threat for unionizing activity, and it is unethical and illegal in some countries.

HR has analyzed the organization's strategy and has identified that it can contribute by: Developing alternative staffing strategies to provide more flexibility to meet shifts in production demands. Providing easier access to HR services, including consultation with functional leaders. Applying technology to increase efficiency and capture data. Making sure that the future leaders will be available across functions, throughout the organization. Which tool will help the HR leader with evaluating the effectiveness of these HR activities? a. Balanced scorecard b. SWOT analysis c. Workforce analysis d. Strategic assessment

The answer is A. A balanced scorecard for HR can serve as a way of focusing human resource staff on activities that will support the company's goals by linking clearly defined department objectives and performance to the company's strategic business goals. SWOT analysis is a method for assessment of an organization's strategic capabilities through use of the environmental scanning process by which internal and external factors affecting achievement of organizational goals are identified and considered. Workforce analysis is a systematic approach to anticipate human capital needs and data HR professionals can use to ensure that appropriate knowledge, skills, or abilities will be available when needed to accomplish organizational goals and objectives. Strategic assessment is a plan of action for identifying and accomplishing an organization's overall and long-range goals.

A company is experiencing high turnover of female engineers. Which initiative should the company support in its effort to improve retention rates? a. Support an affinity group b. Conduct a culture survey c. Increase recruiting of female engineers d. Increase compensation for female engineers

The answer is A. Affinity groups are intended to bring people together over a commonality. We all benefit from interactions with people who share common identities or experiences. When you are in the numerical minority of a community, these bonding interactions may only occur during an affinity group. Employee affinity groups provide important social and professional support for employees that can increase commitment to the organization and subsequently reduce turnover. A culture survey may reveal insights but will not capture the sentiments of those employees who have already left the firm. Increased recruiting of female engineers does not address the problem of retention. Increased compensation could somewhat slow turnover but is unlikely to have a sustaining impact and could raise other problems related to equity and fairness in compensation.

An organization conducts a pay survey and finds that some of its key employees are underpaid. They want to raise the pay for these employees but are concerned about adding to their salary burden. Which of the following is the BEST option? a. Offer incentive pay b. Step-rate adjustments linked to performance c. Market-based increases d. Cost-of-living adjustments

The answer is A. By definition, incentive pay is paying for performance beyond normal expectations. Employees receive the incentive pay only if specific goals are met. As long as incentive pay and base pay are not co-mingled, employees should perceive it as a reward (and not an entitlement) and the employer will benefit from a greater return on investment for performance beyond normal expectations. Note that a step-based system, that is, a compensation structure with a standard progression of pay rates within the pay ranges established for a given job. With step rates, employees are paid according to the job and seniority; not according to the specific employee. Step rates are often used in union organizations and government entities.

What action reflects the requirements of due process in a disciplinary process? a. Ensuring that disciplined employees have a chance to defend themselves b. Offering multiple changes for reforming problematic behaviors or performance c. Requiring formal legal review before action is taken d. Complying with union contract requirements for handling grievances

The answer is A. Due process Is a principle that ensures that employees are informed of expectations and the consequences of failure to meet those expectations, are treated fairly and factually, and are allowed an opportunity to defend themselves and appeal the decision. The concept of multiple chances refers to the process of progressive discipline. Due process is not restricted to unionized workplaces. An attorney's review may be advisable but is not required to have fulfilled the obligation of providing an employee with due process. In the USA, this right only exists when the employee has a property interest in his job. For example, a public employee who doesn't have a contract or a legitimate claim of entitlement (a tenured public school teacher, for instance) is typically not entitled to due process. An employee has a property interest when: A written or implied contract states that the employee has a property interest.-The employer's past practices give the employee a property interest -in other words, if the employer had been giving its employees notice and hearing before losing their jobs in the past, then future and current employees also have a right to due process before losing their jobs. There is a statute or regulation that gives the employees a property interest. Due process means that the employer must give them advance notice that they will be fired, and give them the chance to be heard at a hearing. At the hearing, the employer must show that it has a good reason for firing the employee, and the employee has a chance to argue that he should stay employed.

Based on the upstream/downstream metaphor for resolving the standardization localization dilemma, which of the following activities is more likely to be driven at the global, rather than local level? a. Goal setting b. Appraisal methods c. Employee reward/incentive programs Compensation and benefits

The answer is A. Goal setting will likely be completed by the organization. This will help to ensure consistency among the locations and sites within the global enterprise. Standardization is the process of developing technical standards, which apply in the same manner to all manufacturers and consumers across different countries. Localization refers to the process of making a product more accessible to different audiences. Examples of localization include the translation of the cooking instructions or the ingredients of a food product or the dubbing or subtitling a foreign-language movie or series. This article examines various important company headquarters 'upstream' and local country unit 'downstream' processes and activities that must work in sync to build global synergies and effectively implement company strategy. Upstream processes and activities of global performance management considered here include strategic performance management integration and coordination, workforce internal alignment, knowledge management, and organizational learning. Downstream considerations include responsiveness to local conditions, sensitivity to cross cultural differences, establishment of the performance management relationship, and comprehensive training efforts

How is sustainability viewed in the first stage of the corporate social responsibility (CSR) maturity curve? a. It is an issue of compliance and the cost of doing business b. It provides a key strategic and competitive advantage c. It is a source of improved organizational effectiveness d. It is a way to transform the organization's culture

The answer is A. Sustainability is viewed as a matter of compliance and a necessary business cost in the first step on the CSR maturity curve. Next the organization sees it as a matter of self-interest. The final stage sees sustainability becoming part of the organization's strategy and culture.

Which action should an organization take to help prevent retaliation against its employees? a. Check in on employees who have made complaints b. Investigate all complaints made to the hotline c. Participate in alternative dispute resolution activities d. Hire legal counsel that specializes in employment law

The answer is A. The organization can monitor the treatment of employees who have made complaints to see if they are being subjected to retaliatory adverse action. B is incorrect because investigating the complaints without taking necessary corrective action does not prevent retaliation. C is incorrect because it helps manage conflict but does not prevent retaliation. D is incorrect because it helps in responding to complaints and litigation but does not help prevent retaliation.

What is the essential concept behind the stake holder theory? a. An organization affects and is affected by interests b. True value must be determined by the increase in a firm's net worth c. Organizations must see employees as partners rather than foes d. All stakeholders must receive value for a firm to be considered socially responsible

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

Which of the following statements best describes cultural determinism? A. Actions should vary based on the situation B. The culture made me do it. C. Judgmental characterizations are helpful. D. It shows a limited world view.

The answer is B. Cultural determinism is a perspective that basically absolve individuals of any responsibility for their actions. Global HR professionals will often hear from managers in other countries that something cannot be done because of the local culture. This may call for further discussion about the supposed obstacles. Cultural determinism is the belief that the culture in which we are raised determines who we are at emotional and behavioral levels. This supports the theory that environmental influences dominate who we are instead of biologically inherited traits. Cultural relativism is the principle that an individual human's beliefs and activities should be understood by others in terms of that individual's own culture.

Which approach is most effective for the HR manager to use to resolve his disagreement with the vice president of sales? A. Elevate his concerns about the extra job duties and modified compensation system to the senior vice president of the division and the vice president of HR. B. Suggest that HR conduct several focus groups and exit interviews to find out why employees are leaving the company and if they are dissatisfied with their jobs. C. Suggest that the department hire several low-cost interns to carry out basic job duties (e.g., photocopying), thereby removing some of the workload from the sales team and allowing them to focus on sales. D. Suggest to the employees that they visit the VP's office as a group and share their concerns

The answer is B. First the HR manager needs to determine whether his suspicions (that employees are dissatisfied with the new work tasks and compensation system) are correct. Option A unnecessarily escalates the issue by not trying to address the issue directly with the VP initially. C involves taking an action (hiring interns) that may or may not address the underlying issues and incurs additionalcosts. D could lead to a conflict between the employees and the VP and create potential protected and concerted activity concerns under the National Labor Relations Act. Moreover, it would be inappropriate for HR to suggest this to employees

The shared service centers of a multinational technology company are concentrated in one country. They provide back-office operational support for the finance and accounting, procurement, and HR functions of the company. The local talent market for the back-office operations skills ¡s very competitive, but the company has been successful in recruiting experienced professionals from its competitors. The main draw has been the generous compensation and benefits package and the general perception of an amiable and cooperative management team. While competitors' workforces have unionized in this country, this company's workforce has remained union-free. The annual planning process has kicked off. The process begins top-down with the global HR and finance teams recommending the payroll increase budget for each country based on key economic indicators, company performance, affordability, and compensation market survey data and recommends a salary increase budget of 18% for this country. The country HR director is concerned that the recommended budget is too low and believes that in order to remain competitive and compensate for inflation, the increase should be 30%. The country director brings her concerns and recommendations to the global VP of HR. In a discussion with the global VP of finance and the global functional leaders, the global VP of HR learns that the 18% budget increase is a stretch and that going any higher will have a negative bottom-line impact. Which is the best step that the VP of HR should take at this point in time? a. Sharing with the COO the analysis and recommendations to garner support before the rest of the leadership team b. Meeting with all key stakeholders individually, in advance of a group meeting in order to socialize the recommendations and gather support c. Having the country HR director review and provide input on the recommendations before presenting them to the rest of the leadership team d. Implementing the best recommendation immediately before employees hear about the increases and begin the process of unionization

The answer is B. It is best to ensure that all key stakeholders are supportive of the proposal to avoid risking rejection of the recommendations further downstream. A is incorrect because not ensuring that the key stakeholders are fully supportive presents the risk that the COO will approve but there will be a failure in implementation. C is incorrect because the country HR director is just one of several key stakeholders. It is best o ensure that all key stakeholders are supportive of the proposal to avoid risking rejection of the recommendations. D is incorrect because nothing should be implemented without the review and support of all key stakeholders.

A manager leaves an organization to follow a transferred spouse. Which recruiting practice would be readily accessible to current employees and help the employer pinpoint and identify qualified internal candidates for the open job? a. Job bidding b. Job posting c. Temporary agencies d. Interns

The answer is B. Job posting should provide a brief description of the job, including significant job duties and minimum qualifications, education, and experience. Efficient and effective job posting allows employees to easily express interest in position announcements and rewards the employer with the ability to pinpoint and identify qualified internal candidates.

Senior management at a company had determined that it must speed up the production of its most popular product. Doing so will involve changing some of the company's production processes. Why should HR conduct employee focus groups before a project plan in finalized? a. To present management's case that there is a need for dramatic change b. To encourage employees to ask questions and express their reactions c. To influence those opposed to the tentative plan through peer pressure d. To present the plan orally before management communicates it in writing

The answer is B. Most proposed changes are met with three different types of reactions: Some employees will resent and resist change, some will remain neutral, and others may welcome the change. Focus groups can not only help to anticipate employee reactions but can also provide the opportunity for employees to suggest changes before a plan is finalized. This can minimize resistance and provide for a better plan, since employees have had the chance to express their opinions.

A review of the organization's cash flow statement shows that cash outflow has increased of the previous year. Which action should HR take in response to this metric? a. Reduce hiring levels immediately b. Delay any resource-intensive projects c. Plan for a reduction in force (RIF) d. Accelerate plans to purchase new equipment

The answer is B. Note the term "cash outflow". Cash outflow is any money leaving a business. This could be from paying staff wages, the cost of renting an office or from paying dividends to shareholders etc. A business is considered unhealthy if its cash outflow is greater than its cash inflow. A declining cash flow indicates fewer resources available to fund additional projects or initiatives (such as purchase of new equipment). It does not necessarily require a prompt decrease in staffing or hiring, which could worsen problems by reducing revenues.

Over five years, an employee has been promoted from Scientist I to Scientist UI and then laterally moved to the operations department as Engineer UI. A position more routine than previous jobs. The employee performed well in previous positions but is clearly performing poorly in the current one. What action should the employee's manager consider? a. Relocation b. Transfer c. Suspension Demotion

The answer is B. Transfers move employees to the area in which they will be of the most benefit to the organization. They allow employees with expertise to move within the company to improve operations or increase their satisfaction with work. In this case, the employee may be bored with the routine (asks of the new position, so the manager should consider transferring the employee to a position that matches his or her talents and benefits the company. A lateral transfer refers to when an employee moves from one position to another position at the same pay grade within an organization.

What type of strike occurs without the approval of union leadership? a. Jurisdictional strikes b. Wildcat strikes c. Sympathy strikes d. Economic strikes

The answer is B. Wildcat strikes are work stoppages that are neither sanctioned nor stimulated by the union, although union officials may be aware of them. These strikes may also take the form of excessive absences, especially when there are no-strike clauses in contracts. Jurisdictional strikes are the result of disagreements between unions; they occur when one union's members walk out to force an employer to assign work to them instead of to another union. Sympathy strikes occur when one union expresses its support for another union's strike even though it has no dispute with the employer. Economic strikes are strikes that occur when collective bargaining fails to reach an agreement (wages, hours, working conditions).

A risk scorecard provides a weighted number for each event or threat and the probability of that threat occurring. Which other factors are needed to complete a threat ranking index? a. Risk level, impact, and the probability of event occurrence b. Risk category, classification, and reporting requirements c. Speed of onset, existing mitigation, and severity of impact d. Known knowns, known unknowns, and unknown unknowns

The answer is C. A risk scorecard starts by identifying the event or threat. After factoring ¡n the event/threat probability, speed of onset, existing mitigation, and severity of the impact, the user will see a final number that displays a weighted threat ranking index. Risk level, impact, and the probability of event occurrence are components of a risk matrix that visually demonstrates risk levels. Risk category, classification, and reporting requirements may be documented in a risk register but are not used in scoring. Known knowns, known unknowns, and unknown unknowns are categories of risk from the perspective of the amount and kinds of knowledge available when evaluating the risk.

An Organizational Effectiveness and Development (OED) initiative focuses on several departments that are expanding or facing future challenges. What type of OED intervention is this? a. Individual b. Team c. Organizational d. Local

The answer is C. A team intervention focuses on specific workplace units—in this case, aligning the departments' processes and skills with the organization's strategic plans. Organizational interventions focus on the entire organization—for example, an organization-wide restructuring.

A benefits manager is looking for a creative program to assist employees with retirement planning. If cost is a strong factor in the decision, which is the best choice the benefits manager should consider? a. To save money, provide only government-mandated retirement programs b. Offer a defined benefit plan based on a vesting schedule c. Invite employees to the benefits office to discuss retirement options Pay out retirement benefits in one lump-sum payment

The answer is C. Discussing options is a cost-efficient way to help employees plan for retirement. Providing only required benefits ¡s not very creative. The employer bears the investment risk with defined benefit plans. If cost is a concern, this may be a risky choice. How retirement payments are handled varies and is complicated. Before making decisions on changing retirement plans or creating new ones, experts with strong country-specific expertise must be consulted to discuss long-term liability for changes. Paying out retirement benefits in one lump sum may not be the best option to help employees with retirement planning.

What first step should HR take when assessing a recent trend that shows an increase in telecommuting in the industry? a. Determine the percentage of organizations that currently offer a telecommuting option b. Develop a business case to support the option to telecommute and create a pilot program c. Review current functions to determine which are conducive to a flexible work arrangement d. Identify a potential executive sponsor to work on the research and implementation

The answer is C. Identifying which functions, if any, are conducive to a telecommuting option is the first step. If there are limited or no rotes for which the option maybe feasible, there may be no need to pursue this further. Understanding the percentage of organizations that offer a telecommuting option may be helpful once it ¡s determined that there are functions that may be conducive to a flexible work arrangement. Competitors in the market that offer this option would be useful as the idea is further assessed. The development of a business case to support the option would be jumping too far ahead of the process, as feasibility in the organization has not yet been assessed. The identification of an executive sponsor would be premature as it would first need to be determined if the option is feasible in the organization.

HR generalists, who may be located within divisions or other locales, implement policies, adapt them as needed, and interact with employee. Which type of HR structure is this? a. Dedicated b. Centralized c. Functional Decentralized

The answer is C. In a functional HR organization, headquarters HR is staffed with specialists who craft policies. This type of organization is often found in the least diversified, but not necessarily small, organizations. A dedicated HR structure allows organizations with different strategies in multiple units to apply HR expertise to each unit's specific strategic needs. Centralized HR is characterized by having all HR personnel located within the HR department and from there delivering services to all parts of the organization. Headquarters (or corporate) makes all HR policy and strategy decisions and coordinates all HR activities and programs. In decentralized HR, each part of the organization controls its own HR issues. Strategy and policy may still be made at headquarters, with HR staff within each function, business unit, or location carrying out the required activities.

What is the difference between career planning and career management? a. Career planning focuses on the organization's needs; career management focuses on the employee's needs b. Career planning focuses on developing a career path; career management focuses on individual skill assessment c. Career planning responsibility lies with the individual; career management responsibility lies with the organization d. There is no difference between career planning and career management

The answer is C. In career planning, employees assess their skills and abilities and develop a career plan. Career management responsibility lies with the organization as it prepares, implements, and monitors an employee's career path, with a primary focus on the needs of the organization.

An HR director's compensation team is trying to integrate a centralized compensation model across multiple offices. Employees are having trouble understanding what the changes in compensation mean to them, and the eastern office location does not want to be a part of the centralized model because they believe that changes to compensation and bonuses will drive employees away. The organization is also dealing with other companies trying to poach their best employees by offering them higher salaries and more perks, so they cannot afford any additional turnover. What is the best way for the HR director to respond to other organizations poaching their employees? a. Execute on the company's vision to be an employer of choice by creating a document summarizing all of the benefits of working in the organization b. Reevaluate employment contracts and discuss legal remedies with legal experts c. Conduct a compensation analysis to benchmark against the market, implementing appropriate responses to further the company's mission to be and employer of choice d. Hold a meeting with top-level executives to discuss the need to increase salaries to remain competitive

The answer is C. It demonstrates an understanding of the industry and competitive environment within which the organization operates. A and D are unacceptable because they do not address the root cause of the issue. B is a reactive rather than proactive measure and may not be legally enforceable

Which of the following organizations operates a corporate strategy of differentiation? a. A chain of retail stores sells in bulk and offers discounts to only its loyal customers b. The finished product of a company is run through the Six Sigma process to ensure customer satisfaction c. A company develops a premium product that is distinctively adaptive to weather changes. d. A firm spends considerable money on print and television advertising to attract top-tier customers

The answer is C. Michael Porter developed the phrase Generic Competitive Strategies. This is composed of three generic strategies, which are, cost leadership, differentiation and focus. A company may choose to lower costs -or differentiate based on what is important to their customers to demand higher prices on products-or focus by offering products to a select segment of their target market. Differentiation focuses on setting a product or service apart by giving it unique features that consumers value and for which they will pay a higher price for higher value. Six Sigma is a set of methods and tools for process improvement by eliminating errors.

What solution should the HR consultant suggest to improve training for new hires? a. Provide operations training on equipment to improve skills b. Keep the same orientation program, but assign a mentor for a new hire's first two weeks on the job c. Evaluate and enhance the company's orientation and onboarding program d. Offer a management training program

The answer is C. The best way to affect the 60-to 90-day time frame for employees leaving is through an enhanced orientation and formal onboarding program. Although the orientation might last only one day, an onboarding program should extend into the first few months (or longer) of employment and be structured to set the employees up for success and further integrate them into the organizational culture. A is incorrect because, in most cases, the new hire would already have the skills needed to complete the job. B is incorrect because a mentor would add value only after the company's overall Orientation and onboarding program (the root cause of the training issues) is addressed. D is incorrect because, while management training would ensure that all managers receive the same training and are managing their employees in the same way, it does not directly improve the experience for new hires.

Which should be the first step in solving an organization's problems with a sharp increase in back orders of shipments? a. Developing a soft skills training program b. Instituting a job rotation program c. Performing a process analysis d. Recruiting additional skilled employees

The answer is C. When there is a problem, the first step is always to analyze it (process analysis, root cause analysis, needs analysis, needs identification) before proffering solutions. Process analysis in business is a methodology that helps organizations deeply examine internal processes to find opportunities for improvement. It helps to identify processes that can be made more efficient or effective and to assess whether processes are set up to align with business goals. A process analysis defines a base line (a fixed point of reference that is used for comparison purposes) and can identify sources of problems. At the same time, first-hand information can be collected from employees, and workplaces can be observed. Such problem solving provides a thorough understanding of why the problem occurs and what must be corrected. The other answers attempt to implement solutions before a cause is fully understood.

Which approach best enables the HR manager to evaluate the effectiveness of the new compensation system to increase sales? A. Conduct a survey that asks about employees' satisfaction with the new compensation system and whether or not they believe its effective for increasing sales. B. Conduct a benchmark comparison of compensation systems against those of marketplace competitors C. Recommend waiting to measure effectiveness for at least one sales cycle to determine if sales have increased. D. Review existing research and literature on best practices to see if similar changes in other organizations have been effective

The answer is D because it uses research conducted in other organizations. Although the findings may or may not generalize to this company, the approach is very inexpensive and easy and takes advantage of rigorous research conducted by academics and experienced HR professionals.

An HR consultant ¡s contacted by the Chief Financial Officer (CFO) of a mid-sized family-owned manufacturing company. The CFO states that the company's turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that the high turnover has occurred because there is very little training, The CFO doesn't understand this data, because all new employees participate in a one-day orientation and an onboarding program. The HR consultant also learns from the CFO that the manager of the operations department has a reputation for being aggressive and direct. This manager directly reports to the CEO, has been with the company for ten years, and is a good friend of the owners. The CFO admits that the operations manager can be difficult to deal with sometimes, but nobody says anything because of the operations manager's strong relationship with the family. The CFO says morale is low in the operations department, but an employee survey hasn't been done in the two years that the CFO has been at the company. The CFO and the HR consultant discuss various options, including training, coaching, and an employee engagement survey. The CFO provides the HR consultant with a small budget to determine which tasks are necessary and to complete them. What should the HR consultant do to determine the true cause of the turnover as soon as possible? a. Continue discussions with the CFO b. Privately speak to the family that owns the company c. Talk with the executive staff d. Further analyze exit interview information

The answer is D. Additional analysis may identify relevant information that was missed. The consultant may follow up directly with the participants, who may be more open to talking to an outside consultant than to someone in-house. A is incorrect because the HR consultant has already spoken with the CFO. Something else needs to be done to understand the issue more completely using different data. B is incorrect because the owners may not have enough operational knowledge or add input. Moreover, the views of the family could be biased, given the close relationship with the operations manager. C is incorrect because the executive staff may not understand the issue since they are not working day-to-day in the operations department.

An organization plans to compete with highly trained employees with unique skill sets. What activities should be a primary HR focus? a. Recruiting and organizational effectiveness b. Performance management and training efforts c. Annual turnover and employee engagement d. Employee retention and succession planning

The answer is D. An organization that competes with highly trained employees with specialized skill sets is pursuing a differentiation strategy based upon the unique expertise of its talent. Therefore, the HR strategy should be focused on retaining current employees and with succession planning. This will ensure that there are career paths and internal opportunities as the cost, time to fill, and maintaining the competitive advantage is most important. Recruiting the right talent and maintaining an environment in which employees can thrive is important in any organization, but it does not specifically address how the HR strategy would follow the organization's competitive strategy. Performance management and training would not be a needed focus ¡n an organization that sets itself apart by employing highly trained employees with specialized skills. Annual turnover and employee engagement are both lagging indicators (outcomes) that may be referred to as HR sets out to develop a strategy, but neither would be a focus of the HR strategy itself.

1. Which of the following is a compensable factor? a. Benefits b. Seniority c. Exempt status d. Skills

The answer is D. Compensable factors are any factor used to provide a basis for judging job value in a job evaluation scheme. Typically, compensable factors include effort, skills, licenses, certifications, years of experience, educational requirements, working conditions, reporting structures, managerial responsibilities, and other factors that can impact the price of a job in a given pay market. Compensable factors reflect how work is done and are supported by documentation such as job descriptions. The compensable factors flow from the work itself and not the employee holding the job. Therefore, seniority is not a compensable factor in determining the relative worth of a job.

An HR director's compensation team is trying to integrate a centralized compensation model across multiple offices. Employees are having trouble understanding what the changes in compensation mean to them, and the eastern office location does not want to be a part of the centralized model because they believe that changes to compensation and bonuses will drive employees away. The organization is also dealing with other companies trying to poach their best employees by offering them higher salaries and more perks, so they cannot afford any additional turnover. As it relates to diversity and inclusion, what is the phenomenon of covering? a. Maintaining good documentation b. Keeping complaints confidential c. Promoting cultural inclusion d. Promoting cultural assimilation

The answer is D. Covering is the phenomenon of promoting cultural assimilation rather than inclusion. Maintaining good documentation is generally good practice in HR, but this is not referred to as "covering." Keeping a complaint confidential may be appropriate in some circumstances, but this ¡s not referred to as "covering."

A retail chain's business model requites the handling of cash and credit/debit cards by a large number of cashiers who do not typically stay for long with the employer. What action reflects the appropriate priority for this risk? a. Build possible losses into profit margins b. Monitor tosses and credit issues quarterly c. Raise cashier salaries d. Implement immediate technical controls

The answer is D. Especially because of the potential for loss and misuse of customer information and the resulting impact on the company's brand and probably its finances, this risk has a high priority. It should be dealt with immediately and thoroughly—perhaps through new technology that separates the cashier from access to digital information or processes that quickly detect and investigate discrepancies in cash accounts.

After conducting a reference background check, HR discovers that a leading candidate misrepresented dates of previous employment on both the resume and the job application. What is the most probable outcome of learning this information? a. Check criminal records for felonies or misdemeanors b. Conduct a credit check with a consumer reporting agency c. Ask for references about the employee's professionalism d. Do not extend an offer of employment

The answer is D. Every employer has a legal duty to exercise due diligence in hiring. In certain circumstances, an employer may give the candidate the opportunity to explain results of a reference background check that might have an adverse effect on an employment decision. However, most job applications include a statement that signing the job application attests to the truthfulness of the information contained in the document. Some employers even advise candidates at the onset of the application process about the potential negative consequences of providing any false or intentionally misleading information.

An HR director's compensation team is trying to integrate a centralized compensation model across multiple offices. Employees are having trouble understanding what the changes in compensation mean to them, and the eastern office location does not want to be a part of the centralized model because they believe that changes to compensation and bonuses will drive employees away. The organization is also dealing with other companies trying to poach their best employees by offering them higher salaries and more perks, so they cannot afford any additional turnover. Which of the following is the best move to socialize the eastern office into the new compensation program? a. Propose that the average compensation rate in the organization be the base line for the eastern office's new compensation rate b. Suggest that upper management meet with the eastern office about the need to align their compensation with the centralized model c. Research the maximum proportion of total salary that bonuses should account for by industry d. Conduct a market analysis of compensation rates in the eastern region for comparison to the eastern office rate

The answer is D. It demonstrates an understanding of the competitive environment and the impact that it can have on the organization. A and C are unacceptable options because they are not mindful of cost-of-living differences between regions. B does not show strong leadership and consultative ability.

An organization is in the process of updating its compensation system and has started the task of evaluating jobs and grouping those with similar duties together. Which documents would be the most useful for this purpose? a. Questionnaires b. Job specifications c. Performance objectives d. Job descriptions

The answer is D. The job description is a written record of job duties and responsibilities and will be most valuable in grouping jobs with similar duties. A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure.

What is the acronym TCN?

Third country nationals. These are employees working for an international firm who are citizens of neither the home country nor the host country

An organization has experienced rapid growth, outpacing its ability to respond quickly to competitive threats. Which form of restructuring will offer the best opportunity to minimize response times? A. Extended organization B. Redistribution of decision-making authority C. Merger or acquisition D. Downsizing

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Which components of a SWOT matrix examine the influences that are INTERNAL to the organizations? A. Strengths and weaknesses B. Opportunities and threats C. Strengths and opportunities D. Weaknesses and threats

A

Economies of scale: A. cost advantage experienced by a firm when it increases its level of output. B. factors that allow the productive entity to generate more sales or superior margins compared to its market rivals C. the simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand D. represents the percentage of an industry that is earned by a particular company over a specified time period

A. Economies of scale are achieved when a firm reduces its average cost of production as it produces more. It is a proportionate saving in costs gained by an increased level of production

Due diligence calls for an intensive investigation of an organization being considered for a merger or acquisition to understand the risks that could be associated with the deal. An example of a cultural risk would be A. Integrating a large number of workers who speak English as their second language. B. Resolving a large number of EEO claims alleging racial discrimination. C. Replacing a significant percentage of employees approaching retirement age. D. Integrating and streamlining multiple information technology system

A. Risks associated with mergers and acquisitions are identified as cultural, structural, technological, financial, or legal. Integrating a large number of employees who speak English as a second language is a cultural risk that requires special planning for a successful acquisition or merger. EEO and OSHA claims represent a legal risk. A large number of key employees approaching retirement age represents a structural risk

Where the employer needs to provide a level playing field for all groups and minorities is called a. Equal opportunity b. diversity c. doctrine of equality d. Principle of entitlement

A. The principle of equal opportunity requires employers to provide a level playing field for all groups and minorities. This is the major function of the EEOC in the United States

SMART goals should have which of the following characteristics? A. Specific, Measurable, Achievable, Relevant, Timely B. Situational, Measurable, Action, Relatable, Timely C. Sensitive, Methodological, Achievable, Relevant, Timely D. Solid, Measurable, Automated, Reliable, Tested

A. The SMART acronym reminds users to ensure goals are Specific (is clearly defined), Measurable (can produce data to show evidence), Achievable (is feasible goal within the grasp of the organization and workers), Relevant (is related to the desired overall outcome), and Timely (can be reached in a reasonable period of time).

Which of the following practices would fail to result in more open communication? A. Provide training for improved communication skills B. Opportunities for exit interviews when employment is terminated C. Quarterly surveys and focus groups for upward feedback D. Open door policy

B Providing the opportunity for exit interviews when employees leave or are discharged will fail to result in more open communication in the organization because this applies to employees who are no longer a part of the organization

The Deal multinational corporation practices an ethnocentric international business strategy. However, several global trends may necessitate a change in the corporation's strategy. Which of the following global trends has been marked by an increase in Foreign Direct Investments (FDIs) and reverse innovations? A. An upsurge in the economic power of developed economies B. A change in influence from developed economies to emerging economies C. The vast importance of technology over geography and population D. The impact of a global pandemic and recession

B. Increases in FDIs and reverse innovations (or trickle-up innovation) are indicative of a shift in influence from developed economies to emerging economies. FDI inflow into developing economies now exceeds its flow into developed economies. Reverse innovations are those that start in emerging economies and spread to developed economies. Term to Note: Demographic Dichotomy means the workforce in emerging economies is becoming disproportionally young, while the workforce in developed economies is rapidly aging

When performing a cost-benefit analysis of a proposed project, what is a project worker's salary an example of? A. A stakeholder B. A cost C. A Benefit D. A dependent variable

B. The worker's compensation is as one of the costs needed to get the project done. Without paying the worker, he or she cannon be used as a resource on the project. The worker is not necessarily a stakeholder. The worker's salary is a benefit to the worker directly in return for his or her work, but is not considered a benefit for the purpose of a cost-benefit analysis. The worker's pay is also fixed as a salary and is not considered a dependent variable for the purpose of the analysis.

Disputes regarding interpretation of a clause in a current union contract can be resolved through a. collective bargaining. b. mediation. c. grievance procedures. d. fact finding.

C. A collective bargaining agreement almost always includes a formal grievance procedure. This process provides an orderly way to resolve the inevitable differences of opinion in regard to the union contract

The senior manager of Marketing and Sales of a furniture outfit has to decide what method is best to rank the 15 sales representatives she manages. Five of the sales representatives had more than $300,000 in sales, two had less than $50,000in sales, and the remaining eight fell in the middle. What method is most appropriate for the senior manager to utilize if she is required to use a norm-referenced performance evaluation? a. graphics rating scale b. absolute standard c. forced distribution d. behaviorally anchored rating scale

C. Norm-referenced evaluations or comparison method compares the employee to the expected performance against that of peers within a group with similar training and experience (ranking, paired comparison, forced ranking).

Which action best fosters high ethical standards in an organization? A. Establishing an anonymous reporting hotline B. Adopting a corporate social responsibility policy C. Providing manager training on codes of conduct D. Distributing the employee handbook annually

C. Providing manager training on codes of conduct

Which activity best exemplifies job enrichment? A. An IT employee researches how to resolve a software problem B. A marketing employee spends extra time developing new branding ideas C. A billing department employee is given the added responsibility of calculating payroll D. A sales employee is selected by a supervisor to mentor junior employees

D. A sales employee is selected by a supervisor to mentor junior employees

An organization's overall attitude towards dress code, working remotely, social retreats for employees, and designated break times can best be described as which of the following? A. Customer-centric B. Work-life balance C. Freebies D. Corporate culture

D. Corporate culture refers to the general attitude toward regular workday activities and how employees interact with on another. The categories listed have nothing to do with customers, life outside of work, or freebies.

Which of the following is the most important consideration when forming focus groups? A. Members should be a representative sample of the employee population B. Focus groups should be carried out to complement and authenticate surveys C. The focus group facilitator should be internal to ensure inclusion and encourage candid feedback D. Focus group objectives should be wide-ranging to accommodate differing viewpoints

A A focus group is a group of deliberately selected people from a larger population who participate in a facilitated discussion to obtain perceptions about a particular topic or area of interest. Focus groups provide valuable data and elicit opinions thatmay be verified by surveying the larger employee population. It is important to select members who are representative of the employee population at large

When Thaddeus started his repair shop his business plan included _______________ that showed the relationship among employees in his organization and the lines of authority and responsibility A. Departmentalization B. Organization groups C. Chain of command D. Scalar chain

A. Departmentalization is a process wherein jobs/teams are combined together into functional units called as departments on the basis of their area of specialization, to achieve the goals of the organization. So, in this way, the entire organization is divided into parts, i.e. departments which comprise of a group of employees, who carry out activities of similar nature. Scalar chain is the formal line of authority which moves from highest to lowest rank in a straight line. This chain specifies the route through which the information is to be communicated to the desired location/person

What is the principle goal of supply analysis? A. Get a picture of an organization's current pool of talent B. Translate strategy to action by identifying talent and training needs C. Determine the strategic direction of the organization and anticipate its workforce needs D. Determine the need for layoffs and early retirements during downsizing

A. Conducting a supply analysis involves understanding the current workforce and how it is projected to change over time, due to attrition and other trends. Labor supply may come from within the organization or outside. The first step is to carry out an analysis of the skills currently within the business. If skills are not available internally, then they may need to be sought externally. Demand analysis identifies the future workforce needed to carry out the organization's goals. Gap analysis compares the projected workforce supply to the forecasted workforce demand.

An organization is facing a deadline on a contract with a major customer. HR is aware that an agreement with one of the unions representing employees is due for negotiation. How might the organization's budget be affected? a. The budget should include hiring costs for temporary workers. b .The organization should budget for more overtime. c .The organization must prepare for concessions during collective bargaining agreement negotiations. d .The situations will have no effect on workforce needs and no effect on the budget

A. Contract negotiations could take time, and the organization's deadline on an important contract may mean that the organization will have to budget for recruiting, hiring, and training temporary workers. Budgeting for overtime will not help if a labor agreement is not in place. The situation does not necessitate concessions if other solutions can be found

A county library has a job opening for a librarian. The position description includes a statement about the ability to provide reference services requiring knowledge of the library collection, reference tools, and materials. For this position, the statement is a(n) a. essential function. b. performance criterion. c. marginal function. d. work environment characteristic

A. Essential functions are the basic job duties that an employee must be able to perform, with or without reasonable accommodation. In this case, the ability to provide reference services and understand the library collection, reference tools, and materials is essential to performance

Organizational leaders recognize the need to be agile and flexible to cope with rapid changes in their business environment. Because resources and funding are tight, there is also a pressing need to nurture and sustain existing customer relationships and secure new business. How can HR best support these strategic initiatives? A. Promote retention strategies. B. Develop team-building training. C. Research industry staffing firms for potential partnerships. D. Become a change agent.

A. In this situation, employee retention would be critical. Retention could support the strategic initiatives by attracting and retaining key employees as well as in reducing turnover and its related costs. With motivated and engaged employees, organizational performance would be poised for success

An organization is concerned that employees have an unrealistic picture of retirement income security and do not understand the importance of 401(k) plan contributions. What is the best way the organization can help employees improve their preparedness for retirement? a. Educate participants about income goal setting. b. Offer additional diverse 401(k) plan investment options. c. Distribute information about Medicare and Social Security. d. Increase income distributions for qualified plans.

A. It's important to help employees develop a realistic picture of what they are going to need for income security when they retire. Employees often do not fully understand the role of time and savings on their ability to retire. Typically, employees are likely to contribute more to their retirement savings accounts if they are educated about how much money they need to retire and maintain a desired lifestyle.

Which of the following statements about disciplinary systems is correct? a. The goal of some systems is employment termination. b. Effective disciplinary systems follow the same rules in all organizations. c .Nonpunitive systems do not include termination as a possible outcome. d. Progressive discipline is used only in nonpunitive systems

A. Punitive disciplinary systems focus not on performance improvement but on effecting a termination in the quickest, safest way. Nonpunitive systems approach discipline as a performance issue, but even these systems include termination as a possible outcome if an employee fails to correct problematic performance. Disciplinary systems vary, depending on organizational culture (e.g., the use of peer panels, the number of steps). Progressive discipline is used in both punitive and nonpunitive systems

A supervisor overhears an employee encouraging coworkers to check a union Web site. The supervisor immediately fires the employee without cause, based on the employment-at-will clause. The union files a complaint with the NLRB. What is the NLRB likely to do? a. Require that the employee be rehired and the employer refrain from such activities. b. Nothing. This is an employment-at-will case. c. Order the employer to recognize the union and enter into immediate contract negotiations. d. Order the employer to post employee Section 7 rights in the company cafeteria

A. The NLRB would consider this a serious ULP and would probably require that the employer rehire the employee, pay back wages, and possibly admit wrongdoing before assembled employees. This is not an EAW case since the termination violates the employee's statutory rights. Ordering posting of Section 7 rights is probably too lenient a reaction to expect, but a directed election is probably too severe

A supervisor conducts an investigatory meeting to obtain information that could be the basis for a disciplinary action. According to the Weingarten case, who may union employees have attend the investigatory meeting? A. Union representative B. Attorney C. Member of management D. Friend or relative

A. The Weingarten case gave union workers the right to request the presence of a union representative at an investigatory meeting (a meeting whose purpose is to gather facts).Friends, relatives, or an attorney may not be present. These rights apply only to an investigatory interview, not to meetings that impose disciplinary action. In the past, nonunion workers were also granted Weingarten rights, but a court ruling took away these rights for nonunion workers

HR creates a focus group by soliciting volunteers from different departments to identify ways to improve work/life balance. Participants are equally divided in terms of tenure. Most are from three departments, but all departments are represented. An outside, experienced facilitator is hired to encourage brainstorming. No one is satisfied with the experience. What might have contributed to this? a. Participants are not representative of the workplace. b. The facilitator should have been selected from within the organization. c. Participants should have been assigned by their supervisors. d. Brainstorming did not offer sufficient structure for discussion

A. The participants do not fully represent the workplace since there is an overrepresentation of three departments. This could decrease participation of members from other departments and give a false sense of employees' attitudes and needs. An outside facilitator is usually more effectiveas is voluntary, rather than involuntary, participation. Brainstorming is appropriate for a group trying to develop alternative solutions

Which of the following statements about policies is true? a. The role of HR is to advise rather than implement policy. b. Policies must be in written form. c. In small organizations, policies are not usually required. d. Policies are designed to withstand the need for revision

A. The role of HR is to advise on the development of effective and legal policies, explain them to managers, and monitor for their consistent enforcement. The role of managers is to explain policy to employees and implement it in the workplace. Even small organizations have policies, although these policies may be communicated orally or through actions

According to the conditions and limits of the Weingarten doctrine, the union representative? a. may speak privately with the employee before the interview. b. can tell the employee what to say in response to management questions. c. may not speak during the interview. d. may be present during a meeting when a decision to impose discipline is announced

A. The union representative may speak privately with the employee before the interview, but the representative can attend only those meetings intended to gather facts. During these fact-finding interviews/meetings, the representative can interrupt to clarify a question or object to intimidating/confusing tactics. The representative may offer advice about how to answer a question but cannot tell the employee what to say

Excel College is a community college with four campuses. Each campus has one president, two vice presidents, five deans, 12 department chairs, over 100 faculty members, and several persons in support roles. The presidents from each campus report to four vice-chancellors and the vice-chancellors report to the chancellor. It is clear that Excel college has a well-defined____________ A. Chain of command B. Span of control C. Organizational pattern D. Matrix structure

A. In an organizational structure, "chain of command" refers to a company's hierarchy of reporting relationships -from the bottom to the top of an organization, who must answer to whom. The chain of command not only establishes accountability, it lays out a company's lines of authority and decision-making power

When developing an emergency disaster plan, which activity occurs during a vulnerability analysis? A. Determining the likelihood of potential hazards and their effects on the business B. Identifying key products, services, and operations and evaluating their reinforcements C. Assessing available internal and external resources and establishing emergency contacts D. Working with an insurance carrier to analyze exclusions and areas of exposure

A. Determining the likelihood of potential hazards and their effects on the business

A company has a high record of work-related injuries, absenteeism, and substance abuse. HR intends to address these issues by first keeping records of all reportable incidents and then encouraging employee participation in corrective action. What is the MOST important task for HR to do next? a. Review policies related to drug abuse. b. Solicit support from top management. c. Review the company's selection procedures. d. Rotate workers between jobs.

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

During an organizing campaign, an employer can legally A. Provide preferential treatment to one union over another. B. Explain that the company has the right to permanently replace workers who are participating in economic strikes. C. Take an active part in a union committee that represents employees. D. Question employees about union membership or activities

B. An employer is free to accurately point out the strike history of the union under consideration and the economic and legal consequences of strikes. The employer can also tell employees that strikes occur regularly in the process of collective bargaining and that the employer has the right to replace economic strikers permanently

A conglomerate exports its products to foreign countries, where it establishes production facilities. However, it products, procedures, unique business processes, and strategy are developed in the home country. With regard to the Bartlett and Ghoshal's Typology of Multinational Companies, this conglomerate is practicing a/an ____ strategy. A. Multi-domestic B. International C. Transnational D. Global

B. International firms export their products or services to foreign countries--and are referred to as practicing and exporting strategy. The international strategy has little need for local adaptation and global integration. Products are produced in the country's home country and sent to customers all over the world. Where there are subsidiaries (if any), these subsidiaries serve the purpose of local channels through which the products are sold to the end-consumer. Large wine producers from France and Italy are good examples.

In conversation outside work, a manager in another function describes secondhand reports about the marital problems of an employee in that area. The HR professional should? a.ask if the employee is having performance issues. b.advise the manager not to engage in gossip. c.not participate but not correct the behavior. d.approach the employee in question independently and offer counselin

B. One of the core ethical issues facing organizations is respecting employee privacy. The HR professional should model this respect for workplace privacy. Approaching the employee, even in good faith, violates privacy. If the supposed problems have created performance issues, the manager should have reported the performance issues, not the rumors

Which of the following actions could improve the rigor of a succession planning program? a.Foster strong trusting relationships between employees and their managers. b.Identify pivotal jobs aligned to business drivers. c.Limit senior management involvement to HR. d.Initiate cross-functional training during the first month after entry

B. Succession planning is a strategic future-focused program that keeps talent in the pipeline. Organizations can benefit from identifying crucial job skills, knowledge, social relationships, and organizational practices for passing on to ensure an ongoing pool of talent and the seamless movement of talent within the organization. Business drivers are the key inputs and activities that drive the operational and financial results of a business. Common examples of business drivers are salespeople, number of stores, website traffic, number and price of products sold, units of production

Which of the following illustrates business operations that threaten the sustainability of the environment and society? a.A compressed workweek is implemented to allow employees to commute only four days a week. b.An organization in an arid climate stores rainfall on site so that it can irrigate its lawns. c.Functions are required to use Web meeting and phone conferencing when possible rather than travel. d.After loss of a major client, a firm issues termination notices for 25% of its workforce.

B. Sustainable business operations use resources in a responsible manner. Diverting rainwater for irrigation of facility landscaping is not sustainable or responsible to the community. Minimizing travel saves finite carbon-based fuels

Content validation would be most appropriate for evaluating predictors of future job behaviors for a. an executive position b. a newly created position c. workers that work in line functions in the organization d. all positions that have compensable factors

B. Content validity is best for a newly created position because the main data used to determine validity will be the job duties in the job description. Criterion-related validity -a statistically significant relationship is to be demonstrated between the assessment and some measure of work behavior or performance. Examples of performance measures are production rates, error rates, tardiness, absences, length of service, and supervisor's ratings. Criterion validity is often divided into concurrent and predictive validity based on the timing of measurement for the assessment and outcome. Construct validity -seeks to measure the degree to which an applicant possesses psychological or behavioral traits called constructs. Constructs include intelligence, leadership ability, verbal ability, mechanical ability, manual dexterity, etc. Content validity -it representatively samples significantparts of a job, such as a filing test for a file clerk or a test of cash register operation for a grocery checker.

Which of the following is a major cause for loss of explicit and tacit knowledge? A. Creating chief information officer (CIO) and chief learning officer (CLO) positions. B. Requiring employees to give presentations to other employees. C. Older employees retiring. D. Use of social networking sites in companies

C. Explicit knowledge is easily documented and communicated. This knowledge can take the form of step-by-step instructions, concrete answers to frequently asked questions, records of customer interactions, etc. Tacit knowledge refers to the knowledge, skills, and abilities an individual gains through experience that is often difficult to put into words or communicate

Punishment: a. includes cuts in pay, demotion, and termination b. is used to decrease the frequency of undesirable behavior c. should not be used if the organization wants to achieve immediate results d. has no undesirable side effects

B. While reinforcement rewards desired behaviors, punishment aims to stop undesirable behaviors. With positive punishment, you get something you don't want when you do something your boss doesn't want you to do. Punishment is most effective when it occurs immediately after the undesired behavior

What is the most effective way to control hazards and their negative consequences? A. Isolate workers from the hazard B. Replace the hazard C. Eliminate the hazard from the workplace D. Protect the worker with Personal Protective Equipment (PPE)

C Identifying and mitigating exposures to occupational hazards before work begins is the objective of all safety and health professionals. NIOSH offers a basic outline through its interpretation of the Hierarchy of Controls. The hierarchy starts with the controls perceived to be most effective and moves down to those considered least effective. Elimination of a hazard is the most effective control amongst the hierarchy of controls

The HR and IT directors are considering how to align their functions with a new organizational strategy aimed at achieving greater customer confidence. What would be the most logical area for collaboration? a. Creating an information architecture to make customer data more available b. Reviewing legal compliance implications of data privacy regulations c. Developing customer-focused job descriptions, training, and performance metrics d. Developing appropriate pay grades for customer service representatives

C. IT can provide detailed information about changes in processes that HR can use to revise job descriptions and align them with performance appraisal systems. HR and IT can also identify performance gaps that can be closed by providing additional training. Note that HR can review and revise pay grades without input from IT

Which of the following statements best differentiates formative evaluation from summative evaluation? A. Formative evaluation mainly involves collecting quantitative data, whereas summative evaluation involves collecting qualitative data. B. Formative evaluation takes place on the completion of training, whereas summative evaluation takes place during program design and development. C. Formative evaluation focuses on how to make a training program better, whereas summative evaluation helps to determine the extent to which trainees have changed after training. D. Formative evaluation includes measuring the monetary benefits that a company receives from a training program, whereas summative evaluation measures beliefs and opinions of the trainees.

C. Formative evaluation focuses on how to make a training program better, whereas summative evaluation helps to determine the extent to which trainees have changed after training. Formative evaluation is typically conducted during the development or improvement of a program or course. Summative evaluation involves making judgments about the efficacy of a program or course at its conclusion

"Even though there is an over-arching HR strategy, it is debilitating to the company to keep having independent HR functions in our product units because it is cost-intensive and has led to variations in HR practices in the organization". The speaker is most likely referring to....? A. a hybrid HR model B. a dedicated HR model C. a decentralized HR model D. a functional HR model

C. In a decentralized HR structure, strategy and policies are created by Headquarters HR while HR in the business units operate and make decisions on HR processes independent of the other units. In this structure, HR policies and practices differ significantly across locations. Note that in a Dedicated HR model, each business unit will have its own strategy and policy

An employee from an organization's headquarters in the United States accepts a position at a subsidiary in Hong Kong. The headquarters' assignee will receive the same pay as Hong Kong citizens working in equivalent positions. This is an example of which international compensation approach? a. Tax equalization b. Headquarters-based balance sheet c. Pure localization d. Home-country-based balance sheet

C. Pure localization pays an assignee exactly what local nationals in equivalent positions in the host country are paid. Also, called the going rate approach, 'localization', 'destination' or 'host country based approach'. The core of this approach lies in linking the expatriate compensation to the salary structure of the host country, taking into account local market and compensation levels of local employees. The balance sheet approach to expatriate compensation is used to ensure employees are able to maintain their home purchasing power while on a temporary international assignment -In this approach, employees continue to be paid their home salary, maintain the link to home benefits, and receive a series of allowances to balance host vs. home costs for income taxes, goods and services, and housing. A local plus compensation approach is usually defined as an approach whereby companies pay their foreign employees accordingto the local (host country) salary structure plus additional compensation elements that are not typically provided to local nationals (such as transportation, housing, dependents' education, etc.

Which of the terms below best describes the following statement? "In three months we will train 60 members of the IT staff in artificial intelligence." A. Resource allocation B. Action plan C. Short-term objective D. Long-term objective

C. Short-term objectives are milestones (or progress markers) that must be achieved to reach long-term objectives. Short-term objectives should be completed within six months to a year. Establishing short-term objectives is a decentralized activity that directly involves all management and can also result in identifying actions to be quickly implemented for immediate business results.

An organization is concerned about vacancies in managerial technical positions that have lengthy learning curves. Local talent is scarce and attempts to recruit and onboard new hires to fill past vacancies were both expensive and time-consuming. What process could help mitigate this situation? a. Telecommuting b. Performance management c. Succession planning d. Social media

C. Succession planning can help identify knowledge and skills employees will need to function well in these positions. Developing systems to transfer that knowledge and shorten learning curves canbe of great value and benefit to the organization

In a succession planning system, employee evaluation generally consists of a. appraisals by the employee's manager. b. feedback from peers. c. multiple evaluations by different managers. d. discussions between the employee and HR.

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

To conduct a wage and salary survey, a job evaluator must: a. create a completely objective survey b. ignore geographic boundaries in order to benchmark jobs completely c. define the relevant labor market d. hire a consulting firm to do the actual survey

C. A wage and salary survey involves defining the relevant labor market -note that a survey is different from a job evaluation of the jobs in a company. A salary survey generally contains data about wages internally and majorly externally. Wage surveys may compare employee wages inter-departmentally, by company or organization, by job title or position, or earnings for workers in different geographic regions. HR experts use survey data for building salary structures, or to determine if employees are receiving fair and competitive wages.

What is an example of implicit culture? A. Food B. Language C. Dress D. Views on authority

D Implicit culture deals with attitudes and beliefs, while explicit culture deals with tangible things like language, dress, rituals, lifestyles, and food. Views toward authority is an example of implicit culture. Explicit characteristics of culture are the observable behaviors, rituals, symbols and heroes of a culture. These include the way people dress, the kind of food they eat, music, dance, the things that are considered beautiful and/or ugly. The implicit characteristics of a culture are the underlying values, the unwritten norms of behavior that guide people regarding which behaviors are considered appropriate or inappropriate

What is the best definition of moral hazard? A. An organization violates employment laws or regulations unintentionally. B. A leader demonstrates poor ethical behavior, leading to poor choices by employees. C. An organization decides to behave ethically, even though this means a financial loss. D. A person engages in risky behavior knowing that someone else will absorb any losses

D Moral hazard exists when someone takes risks because he or she will not be affected by losses or damages that occur as a result. It is the concept that individuals have incentives to alter their behavior when their risk or bad-decision making is borne by others

When implementing a merger and acquisition strategy, which of the following has the MOST impact on long-term success? a. Inadequate planning b. Breakdown in communications c. Lack of funding d. Significant cultural mismatches

D. Studies conducted on the outcome of mergers and acquisitions show that 30% of them fail within three years, with the majority of those due to disparities in organizational cultures

What is the primary advantage of developing a career management program? A. It specifies employee skill and engagement levels as a basis for organizational productivity. B. It increases employee skill level through blended learning and action learning. C. It applies the ADDIE model to cascade corporate strategy to business unit objectives. D. It ensures that the company will have the skilled employees it needs in the future

D Career management involves preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals of the organization. Career management focuses on the organization while career planning is the responsibility of the employee. The organization provides development opportunities that align with its interests

What is the primary focus of organizational development? A. Improving performance B. Diagnosing the environment C. Changing the culture D. Managing change

D Organizational development is a critical process that helps organizations build their capacity to change and achieve greater effectiveness by developing, improving, and reinforcing strategies, structures, and processes. The primary focus of organizational development is managing change to improve results. In this process, HR professionals serve as change agents and manage OD interventions. OD interventions include strategic, techno-structural, human process, and human resource management interventions. Note that the term intervention means doing something differently

What practice would be recommended when measuring performance? A. Gauge employee engagement and retention levels vis-à-vis organizational goals B. Occasionally reexamine performance measures to ensure strategic fit C. Use a combination of performance measurement tools D. Continually monitor, reexamine, and change performance measures as needed.

D Since new or evolving strategies may require new types or levels of performance, targets for measurement should be reviewed regularly and revised as needed. Agility in response to the speed of change in the business world is required to maintain an organization's competitive advantage and business success

As part of an organization's strategy to communicate the complete value of what it offers to employees, which of the following is the most effective option a compensation and benefits manager should select? A. Make the salary structure, salary ranges, and salary grades public and accessible to all employees B. Communicate the higher percentage of health insurance costs that the employer shoulders C. Provide detailed messages to employees on the benchmarking process of determining equitable compensation D. Provide a customized hidden paycheck to employees

D. The hidden paycheck is made up of benefits that don't necessarily show up on a paycheck stub. Hedden paychecks provide a more complete picture of how much an employer spends on employee salaries, wages, and benefits. Hidden paychecks include "hidden" costs such as overtime pay, social security payments. unemployment insurance payments, workers' compensation, health benefits, sick and vacation days, tuition reimbursements, 401(k) matches, disability insurance, etc. Hidden paychecks provide an individualized total compensation statements that shows the total value of an individual's compensation and benefit package.

Which of the following is the MOST difficult challenge in talent management? a. Identifying high-potential performers b. Structuring flexible work arrangements c. Matching employees to outplacement programs d. Managing employees who are no longer promotable

D. It is generally most difficult to manage employees who have plateaued in their careers and are years away from retirement. It is critical to reenergize these workers and retain their talents

What is the most important factor HR should consider before conducting an employee engagement survey? A. Clear idea of issues important to the employees B. Plans to follow the survey with employee focus groups C. Choosing a representative sample of all employees to participate in the survey D. Leadership buy-in and commitment to act on survey result

D. Leadership buy-in and commitment to act on survey results. Leaders and managers must demonstrate a commitment to responding to survey results. Surveys that are administered and not followed up on can signal a lack of respect and commitment to the employees and can erode the trust employees have in their leaders

Which phrase is most characteristic of replacement planning as opposed to succession planning? A. Focuses primarily on global staffing requirements B. Focuses on overall, long-term requirements of the organization C. Ensures that talent and skills match strategic organizational goals D. Matches the requirements of specific positions with individuals who have specific skills

D. Matches the requirements of specific positions with individuals who have specific skills. Although the two overlap in practice, replacement planning focuses on the relatively short term. Succession planning takes a longer and broader view.

A union argues that a new customer service area for networking software systems should be folded into an existing unit that contains employees involved in assembling computer peripherals, since they are in the same facility and have roughly similar wage structures. The company argues that these new employees are not involved in the peripherals business. How is the NLRB likely to rule on the bargaining unit composition? a. The NLRB will probably not include the new employees but approve the creation of a separate unit. b. The NLRB will probably include them since they are in the same facility. c. The NLRB will probably include them because of the similarity in wages. d. The NLRB will probably not include the new employees in the existing bargaining unit

D. The NLRB considers community of interests, geographical and physical proximity, employer's administrative or territorial divisions, functional integration, interchange of employees, bargaining history in determining bargaining units. In this case, the new employees are not functionally integrated with the existing bargaining unit. A new bargaining unit cannot be created without an election

Which of the following options state hoe the Patient Protection and Affordable Care Act (PPACA) amended the Consolidated Omnibus Budget Reconciliation Act (COBRA)? A. Increased the qualifying events that may permit 36 months of coverage B. Extended the eligibility time period for employee COBRA applications C. Increased the list of who is considered a qualified Dependent D. Required coverage of an employee's adult children up to age 26

D. Under PPACA (also called the Affordable Care Act), plans that offer coverage to children on their parents' plan must make the coverage available until the adult child reaches the age of 26.What You Need To Know about COBRA: COBRA requires temporary health continuation coverage to be offered to covered employees, their spouses, their former spouses, and their dependent children when group health coverage would otherwise be lost due to certain specific events. These qualifying events include the death of a covered employee, termination or reduction in the hours of a covered employee's employment (for reasons other than gross misconduct,) divorce or legal separation from a covered employee, a covered employee's becoming entitled to Medicare, and a child's loss of dependent status (and therefore coverage) under the plan. COBRA generally applies to all group health plans by private-sector employers with at least 20 employees or by state and local governments. It does not apply to plans sponsored by the Federal Government. Qualified individuals may be required to pay the entire premium for coverage up to 102% of the cost to the plan. COBRA and HIPAA are amendments to ERISA. What You Need To Know about the PPACA: Under the PPACA, there is an employer mandate that applies to employers with 50 or more full-time employees/equivalents (FTEs). Employees who work 30 or more hours per week are considered full-time under the PPA. Covered employers must offer health insurance that is affordable and provides minimum value to 95% of their full-time employees and their children up to the end of the month in which they turn age 26, or be subject to penalties

A small family-owned manufacturer of luxury female garments was bought by a global organization when the founder of the company decided to retire. With the change in management came many changes in policies, procedures and culture. The company used to have a laissez-faire and informal organization, where employees related personally with the founder. Now, a hierarchical system is in place, rules and disciplinary policies have been instituted at all levels, and production requirements are high and rigorous. Employees are grumbling that managers are tyrants. What has changed about this organization that will make it prone to unionization? a. the levels of expectancy and valence b. the situational instrumentality c. the essentiality of the jobs d. the psychological contract

D. A psychological contract represents the mutual beliefs, perceptions and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment which identifies duties and responsibilities in a generalized form