Behavioral Competencies

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Scenario 1 (Questions 1-5): The organization is in the middle of a change management process, and it's important that this process happens for the success of the company in the future. The process is somewhat difficult and requires training and the support of all the individuals who are affected. Several individuals are resisting the idea and are strongly making efforts to officially stop it. Behind the scenes, they are attempting to undermine the new strategy and process and hope to maintain the way things are done in the past. This is disturbing the process and slowing things down. It is threatening to derail the process so it doesn't actually occur successfully. 1. What are the critical change management steps to turn this situation into a positive? A. The critical steps in the change management process are creating and communicating the vision and building support for the change. B. The critical steps in the change management process are involving everyone and recognizing emotional reactions to the change. C. The critical steps in the change management process are following all the steps in a sequential manner without deviating from the process. D. The critical steps in the change management process are involving only necessary stakeholders and pushing forward to get the change moving.

Scenario 1 (Questions 1-5): The organization is in the middle of a change management process, and it's important that this process happens for the success of the company in the future. The process is somewhat difficult and requires training and the support of all the individuals who are affected. Several individuals are resisting the idea and are strongly making efforts to officially stop it. Behind the scenes, they are attempting to undermine the new strategy and process and hope to maintain the way things are done in the past. This is disturbing the process and slowing things down. It is threatening to derail the process so it doesn't actually occur successfully. 1. What should HR recommend if requested to intervene? A. HR should recommend motivation and change management. B. HR should recommend communication and strategic alignment. C. HR should recommend organizational learning techniques. D. HR should recommend reward and recognition programs.

Scenario 11 (Questions 38-41): The hiring manager was smart enough to not allow a new employee to have an employment contract. However, the manager failed to establish the correct employment at-will language that is standard in company offer letters. He also listed the employee's annual salary, without smaller increments of payment, in the document. Six months after the employee was hired, the manager wants to terminate the employee because he is not a good match for the company culture and the particular department. The employee is also not performing to the level needed and expected. 1. What potential liability exists that the company and manager should understand if they terminate the employee? A. The company may be exposed to paying out the entire annual salary of the employee even though he is terminated at six months. B. It may be difficult to terminate the employee without a wrongful termination lawsuit. C. There are no real exposures because at-will exists even though it was not included in the offer letter. D. They could face a potential claim for fraudulent misrepresentation.

Scenario 16 (Questions 57-61): While reviewing the organization's 360-degree feedback reports, an HR staff member notices discrepancies in the feedback provided for the team lead in the accounting department. The individual's supervisor has rated the team lead's performance highly, but the team itself is dissatisfied with the way the team lead treats them. They see the team lead as rude, abrupt, and unwilling to listen to them. They are afraid to disagree, however, because the team lead berates them for voicing their opinions. The HR staff member has heard rumors about this behavior and asked to view the team lead's performance, self-evaluation, and feedback reports. 1. Are the rumors a good basis for the decision? A. Rumors should be validated through an investigation before serious consideration. B. Rumors should be considered because random comments are often valid. C. Rumors should be immediately acted on to prevent unfair labor practices. D. Rumors should be considered because they can lead to important concerns

Scenario 16 (Questions 57-61): While reviewing the organization's 360-degree feedback reports, an HR staff member notices discrepancies in the feedback provided for the team lead in the accounting department. The individual's supervisor has rated the team lead's performance highly, but the team itself is dissatisfied with the way the team lead treats them. They see the team lead as rude, abrupt, and unwilling to listen to them. They are afraid to disagree, however, because the team lead berates them for voicing their opinions. The HR staff member has heard rumors about this behavior and asked to view the team lead's performance, self-evaluation, and feedback reports. 1. What is the problem the HR staff member must address? A. Investigating team concerns and feedback differences B. The dissatisfied team member's concerns C. Validating the discrepancies between the 360-degree feedback D. Supporting the rating of the supervisor

Scenario 17 (Questions 62-65): The company has a strict dress code because the leadership team believes the dress code will help the company be successful with their clients and also help the business grow. The top salesperson of the company came to work with sandals and shorts on. The director of sales wants to discipline the salesperson even though this is the top salesperson of the company. 1. Are there any different or alternative policies that could be recommended? A. HR could recommend a policy to have all employees dress appropriately, and management will counsel if needed. B. HR could recommend no changes to the policy because there are no other acceptable policy differences available. C. HR could recommend a policy to allow managers to determine what employees should wear and enforce their concerns. D. HR could recommend changes to the policy that allow specific differences strictly enforced in the departments.

Scenario 2 (Questions 6-9): During a routine review of the current employees, temporary employees, and independent contractors, the new HR admin discovers that several jobs appear to be out of compliance with the Fair Labor Standards Act (FLSA). This includes exempt and nonexempt status and the status of employees versus independent contractors. The HR admin reports the concern to the HR leadership, and they are concerned about the impact to the company if there are misclassified employees and independent contractors. They are also disturbed by how this will make the HR team look if they make this information known to the company outside of HR. 1. What are the HR admin's responsibilities to ensure that actions are taken to correct the situation? A. The HR admin has the responsibility to ensure that the HR leadership team is informed about the concern. B. The HR admin has the responsibility to ensure that the law is upheld or inform the government authorities. C. The HR admin has the responsibility to ensure that the HR leadership takes action to correct the concerns. D. The HR admin has the responsibility to ensure that all leaders in the organization are aware of the concerns.

Scenario 24 (Questions 86-88): The HR manager is in an organization that is considering conducting some layoffs because the organization is suffering from two consecutive poor quarters. The company has communicated to the public that the financials would be positive for this quarter and that revenue per employee would be up and back to normal levels. The revenue per employee is still down, and a reduction in staff can bring the number back up to normal levels. The leadership team and especially the CFO feel this action is critically necessary. The leadership team is concerned about information leaking about the layoff too soon, resulting in premature turnover of valued staff. 1. Which laws and regulations are more important and should be recommended for review and consultation for the reduction in force? A. The laws and regulations that should be reviewed in this case should be the WARN Act, EEOC, Title VII, Uniform Guidelines for Employee Selection Procedures, AAP, and OWBP Act. B. The laws and regulations that should be reviewed in this case should be COBRA, ADAAA, the WARN Act, Workers' Compensation, and Uniform Guidelines for Employee Selection Procedures. C. The laws and regulations that should be reviewed in this case should be the WARN Act, FLMA, Title VII, Uniform Guidelines for Employee Selection Procedures, EDEA, and OSHA. D. The laws and regulations that should be reviewed in this case should be the NLRA, LMRA, LMRDA, the WARN Act and OWBP Act, and the Uniform Guidelines for Employee Selection Procedures.

Scenario 28 (Questions 101-104): The HR business partner has noticed a concern that would fall into the category of diversity and inclusion. A new minority employee has been welcomed into the company and has started out quite well. His manager is trying to manipulate and change the employee to be like all the other Caucasian males in the company, instead of allowing the individual to be who he is and represent his cultural background within the company. The new employee is feeling a tremendous amount of pressure from his manager and others to comply with the standard way of doing things. 1. What should be recommended to improve this situation? A. Immediate training of the manager and staff B. Developing a culture of inclusion for the company C. Beginning a communication strategy to get the issue in regular discussions D. Allowing the employee to navigate through this issue on his own

Scenario 29 (Questions 105-108): The HR director has learned of a few employees in the company whose religious beliefs and cultural background require them to keep a large knife or saber on their person at all times. The other employees and co-workers have complained because they see the knives or sabers as a direct threat to their personal safety and security in the workplace. The managers of the employees have requested the assistance of the HR director to help them manage the situation appropriately for the company. 1. Are there other ways to solve this problem? A. Discuss the concerns with both groups of employees to get recommendations on how to reach a solution B. Talk to the employees who want the accommodation to come up with new ideas to reach a solution C. Talk to the employees who are concerned about their personal safety concerning possible solutions D. Have discussions with disinterested parties or third parties that can be objectively providing recommendations for solutions

Scenario 29 (Questions 105-108): The HR director has learned of a few employees in the company whose religious beliefs and cultural background require them to keep a large knife or saber on their person at all times. The other employees and co-workers have complained because they see the knives or sabers as a direct threat to their personal safety and security in the workplace. The managers of the employees have requested the assistance of the HR director to help them manage the situation appropriately for the company. 1. What concerns face the company if the employees are allowed to maintain their knives and sabers? A. Other employees could see this as a direct threat and feel there is a hostile work environment. B. These employees will do harm to the other employees by using their knives and sabers as actual weapons. C. The company is exposing itself to a tremendous amount of liability that overrides any religious accommodation. D. As long as the employees are monitored and this is a true religious practice, the company does not have any concerns.

Scenario 29 (Questions 105-108): The HR director has learned of a few employees in the company whose religious beliefs and cultural background require them to keep a large knife or saber on their person at all times. The other employees and co-workers have complained because they see the knives or sabers as a direct threat to their personal safety and security in the workplace. The managers of the employees have requested the assistance of the HR director to help them manage the situation appropriately for the company. 1. What is the best strategy to try to diffuse the situation with the least amount of anguish on the part of all parties? A. Start a dialogue with all parties involved to help them understand the different perspectives of each other B. Get both parties to discuss company policy and understand the rules on direct threat C. Have a discussion only with the individuals who are carrying the sabers and knives to get them to voluntarily stop the practice D. Direct employees to simply stop the practice and help them understand that violent action will result if they continue

Scenario 29 (Questions 105-108): The HR director has learned of a few employees in the company whose religious beliefs and cultural background require them to keep a large knife or saber on their person at all times. The other employees and co-workers have complained because they see the knives or sabers as a direct threat to their personal safety and security in the workplace. The managers of the employees have requested the assistance of the HR director to help them manage the situation appropriately for the company. 1. What should the HR director recommend to the manager to address the religious accommodation concern? A. The HR director should recommend that the employees not be allowed to have this accommodation because of the direct threat to the safety and security of the other employees. B. The HR director should recommend that the employees be allowed to continue to carry the knives and sabers because they should be granted religious accommodation. C. The HR director should recommend that the employees be allowed to keep their knives and sabers because they will be able to defend themselves if needed. D. The HR director should recommend that the employees not be allowed to continue to keep their sabers because other employees have been denied similar religious accommodations for legitimate business reasons.

Scenario 33 (Questions 122-125): You are the HR director in an organization where the organization structure is misaligned with the strategy. Currently there are several aspects of the structure that prevent the strategy from being realized successfully. There are several leaders who have come to the HR business partner because of the situation, and they can't quite figure out what the problem is. They know they need assistance from OD/HR or a consultant. One of the things that they noticed is that sections of the organization operate in their own silos and everybody is operating on their own. They are concerned about sections operating in silos and the impact this has on their success. 1. How would an OD professional attempt to eliminate the silo problem? A. The best intervention to eliminate the silo problem is to focus on team work, shared vision, and involving all teams. B. The best intervention to eliminate the silo problem is to focus on leadership, direction, and coordination of teams. C. The best intervention to eliminate the silo problem is to focus on autonomy, control, and red tape for all the teams. D. The best intervention to eliminate the silo problem is to focus on individual and team effectiveness for all teams.

Scenario 33 (Questions 122-125): You are the HR director in an organization where the organization structure is misaligned with the strategy. Currently there are several aspects of the structure that prevent the strategy from being realized successfully. There are several leaders who have come to the HR business partner because of the situation, and they can't quite figure out what the problem is. They know they need assistance from OD/HR or a consultant. One of the things that they noticed is that sections of the organization operate in their own silos and everybody is operating on their own. They are concerned about sections operating in silos and the impact this has on their success. 1. Why is it important to help the organization get the structure aligned with the strategy? A. The structure must support the strategy to facilitate successful results and have efficient use of resources. B. The structure must support the strategy to facilitate successful results and to reduce the negative impact of silos. C. The structure must support the strategy to facilitate successful results and prevent project creep. D. The structure must support the strategy to facilitate successful results and support individual department leaders.

Scenario 34 (Questions 126-129): Individuals in the company have some training and development shortfalls that are interfering with the success of the company, especially in the R&D department and a few other specific teams that are critical to the current strategy. The managers want the director of L&D to help them to figure out how to change the situation and/or intervene. They are requesting a comprehensive plan to develop the knowledge, skills, abilities, and competencies of the individuals. This process must be timely and efficient because the company must be first to market with their new product. 1. What are the best strategies to ensure that the process is timely and efficient and helps the new product get to market quicker? A. The best strategy will be to work with R&D first and then other departments focusing on new product development, engineering skills, project management, and team work. B. The best strategy will be to develop a training and development program using the ADDIE process to improve the few other specific teams. C. The best strategy will be to work with R&D on specific training with an ADDIE model focusing on product development, time management, and team work. D. The best strategy will be to develop a training and development program using the ADDIE process to improve all the departments in the company with equal priority.

Scenario 38 (Questions 143-147): The rapid growth of the company has resulted in an average of 25 new hires per month and multiple opportunities for current employees already employed by the company. The senior management team wants to create a performance-oriented culture, and they want HR to update the on-boarding process to include teamwork and results as key attributes. With the large number of new employees entering the company and the high demand for the company products, there is a need for employees to become productive as soon as possible! 1. What should HR recommend to emphasize teamwork in the on-boarding process? A. HR should recommend a new hire buddy/sponsor plan for all new employees. B. HR should recommend immediate time with each new hire's supervisor. C. HR should recommend training that emphasizes specific KSAs and assimilation. D. HR should recommend meeting all stakeholders who interact with the position.

Scenario 44 (Questions 167-169): The HR staffing specialist was tasked with conducting an effective background investigation on the top candidate for the new software VP in engineering. Part of the check required her to request the transcripts from the candidate's school. The school could not locate the candidate's transcripts in their records search. The candidate listed a master's degree from this university on his application, which he had signed during the interview process. The HR specialist requested the candidate supply a sealed copy of the transcript but did not get a response. 1. What is the next action the HR specialist should take? A. The HR specialist should follow up with the candidate and also inform the hiring manager about the situation. B. The HR specialist should follow up with the candidate and also inform the director of staffing about the situation. C. The HR specialist should immediately recommend removing the candidate from consideration because of the situation. D. The HR specialist should make a physical trip to the university campus and attempt to get the transcript to resolve the situation.

Scenario 46 (Questions 173-176): Two employees are talking in the lunch room, and they are saying inappropriate things about one of their co-workers. The information is not true; they're simply saying it to make that employee look bad because they're jealous of that other employee's success. As a result of the comments overheard and shared, many employees, supervisors, and managers think that those statements are true. The company leaders decide not to promote this employee because of the false, malicious comments that these two employees made about the employee. 1. What type of training will be most beneficial to prevent this from happening in the future? A. The most beneficial training will be to focus on ensuring all employees understand the law regarding slander, libel, and false statements. B. The most beneficial training will be to focus on ensuring all employees understand the law regarding gossip, comments, and false statements. C. The most beneficial training will be to focus on ensuring all employees understand the law regarding EEOC, discrimination, and prejudicial statements. D. The most beneficial training will be to focus on ensuring all employees understand the law compared to the company policies and procedures.

complaints of poor service and unresponsiveness from the representatives of the client services department. The manager of the unit, who began her career as a client services representative, has been with the firm for 15 years and has held her management-level position for seven years. The HR director is asked to investigate the client's complaints further. The HR director met with the manager and listened to the challenges occurring in the department. Calls were being ignored, messages were not returned, and the average wait time for clients in the lobby was more than 45 minutes. All client services positions are filled, but the department suffers from a high rate of absenteeism. Upon further questioning, the HR director learns that the manager wants to have a more productive and efficient department but does not know where to begin in fear of jeopardizing friendships that have formed through the years. 1. In what ways might the HR director address the long wait times in the lobby? A. Observe the department's daily operations from client arrival to departure, analyze the number of clients and their reasons for visiting to determine the appropriate time and resources needed, and then discuss the results with the manager with the purpose of agreeing on an appropriate action plan designed to correct the existing problems. B. Hire temporary employees to decrease wait time until the challenges are resolved. C. Collaborate with other departments within the firm to assist the client services department. D. Convene a "meeting of the minds" with the employees and then clients to determine an acceptable wait time.

Scenario 1 (Questions 1-5): The organization is in the middle of a change management process, and it's important that this process happens for the success of the company in the future. The process is somewhat difficult and requires training and the support of all the individuals who are affected. Several individuals are resisting the idea and are strongly making efforts to officially stop it. Behind the scenes, they are attempting to undermine the new strategy and process and hope to maintain the way things are done in the past. This is disturbing the process and slowing things down. It is threatening to derail the process so it doesn't actually occur successfully. 1. What assessment metrics would be most helpful in this situation? A. The assessment metrics that would be most helpful are effectiveness of the communication and number of stakeholders represented in the feedback. B. The assessment metrics that would be most helpful are specific critical behaviors supporting the change and how well support has been built. C. The assessment metrics that would be most helpful are each stakeholder's vision realized and the ability of each stakeholder to influence others in the change. D. The assessment metrics that would be most helpful are documenting the emotional reactions of each stakeholder and following Adam's equity theory.

Scenario 1 (Questions 1-5): The organization is in the middle of a change management process, and it's important that this process happens for the success of the company in the future. The process is somewhat difficult and requires training and the support of all the individuals who are affected. Several individuals are resisting the idea and are strongly making efforts to officially stop it. Behind the scenes, they are attempting to undermine the new strategy and process and hope to maintain the way things are done in the past. This is disturbing the process and slowing things down. It is threatening to derail the process so it doesn't actually occur successfully. 1. What should HR do to ensure the change aligns with the company strategy? A. HR should execute organizational development interventions that support the accomplishment of results toward that strategy. B. HR should understand the strategy and how the change supports the successful accomplishment of results toward that strategy. C. HR should work on performance management actions and goal development toward results that support the strategy. D. HR should understand the competition, products, marketing, business development, and other internal results toward that strategy.

Scenario 12 (Questions 42-45): The human resource department hired a new HR analyst whose duties included payroll reporting. The HR analyst noticed inconsistencies in the pay records for the unionized employees in the accounting department. Their biometric timestamp did not match the overtime hours claimed and approved by the accounting manager. An accountant was hired at the same time as the analyst and called the HR manager in confidence about the same employees bragging about the amount of their overtime pay. 1. What actions should the HR analyst do next? A. Keep the information in a confidential file and let it remain unreported to prevent retaliation. B. Investigate and respond immediately to establish the facts to understand all the details with only people who need to know. C. Convene a meeting directing the employees to stop working overtime until an investigation is completed. D. Invite the manager to a meeting and advise that the unethical behavior should cease immediately.

Scenario 2 (Questions 6-9): During a routine review of the current employees, temporary employees, and independent contractors, the new HR admin discovers that several jobs appear to be out of compliance with the Fair Labor Standards Act (FLSA). This includes exempt and nonexempt status and the status of employees versus independent contractors. The HR admin reports the concern to the HR leadership, and they are concerned about the impact to the company if there are misclassified employees and independent contractors. They are also disturbed by how this will make the HR team look if they make this information known to the company outside of HR. 1. How should the HR admin respond to concerns about reclassifying positions correctly? A. Explain federal and state regulations regarding employee classifications. B. Explain the rationale and benefits of correcting position classifications, cite relevant state and federal laws, and include a written policy on complying with regulations. C. Develop a record of the internal audit process in case of legal consequences. D. Provide stakeholders with information on FLSA regulations and classification discrepancies and discuss them with leaders.

Scenario 2 (Questions 6-9): During a routine review of the current employees, temporary employees, and independent contractors, the new HR admin discovers that several jobs appear to be out of compliance with the Fair Labor Standards Act (FLSA). This includes exempt and nonexempt status and the status of employees versus independent contractors. The HR admin reports the concern to the HR leadership, and they are concerned about the impact to the company if there are misclassified employees and independent contractors. They are also disturbed by how this will make the HR team look if they make this information known to the company outside of HR. 1. What should the HR leadership be concerned about? A. The HR leadership should be concerned about what other departments will think about their competency and if this will make HR look bad to other departments. B. The HR leadership should be concerned about enforcing the provisions of the law and protecting the employees and departments of the company. C. The HR leadership should be concerned about enforcing the law and also taking steps to work with management to get the company mission accomplished. D. The HR leadership should be concerned about why the HR admin is conducting a routine review that identified the listed concerns that surfaced.

Scenario 2 (Questions 6-9): During a routine review of the current employees, temporary employees, and independent contractors, the new HR admin discovers that several jobs appear to be out of compliance with the Fair Labor Standards Act (FLSA). This includes exempt and nonexempt status and the status of employees versus independent contractors. The HR admin reports the concern to the HR leadership, and they are concerned about the impact to the company if there are misclassified employees and independent contractors. They are also disturbed by how this will make the HR team look if they make this information known to the company outside of HR. 1. What should the HR leadership do about this situation? A. The HR leadership should take action to investigate and conduct a thorough audit and take whatever corrective action is needed. B. The HR leadership should take action to inform the executive team, conduct an audit, and take corrective action as needed. C. The HR leadership should take action to understand what other companies benchmark and conduct as best practices in these areas. D. The HR leadership should take action to investigate and contact the appropriate government agencies to correct the concerns.

Scenario 23 (Questions 82-85): The World Manufacturing Company has 25 plants around the United States and other countries. More than 90 percent of their plants are unionized facilities. The company has enjoyed a long positive relationship with the various unions that represent their employees worldwide. A new facility is opening within the year near other unionized company locations. The GM of the new facility is concerned about the adversarial nature of the new union organizers. They are not from any union the company successfully deals with today. 1. How would you train your managers to deal with an organizing campaign? A. Ensure all managers avoid all contact with all union activities and all employees associated with the bargaining unit B. Train them to avoid ULPs with the TIPS acronym C. Train all managers on general information about ULPs D. Create a three-day off-site meeting to train the managers on union cooperation and IBB

Scenario 23 (Questions 82-85): The World Manufacturing Company has 25 plants around the United States and other countries. More than 90 percent of their plants are unionized facilities. The company has enjoyed a long positive relationship with the various unions that represent their employees worldwide. A new facility is opening within the year near other unionized company locations. The GM of the new facility is concerned about the adversarial nature of the new union organizers. They are not from any union the company successfully deals with today. 1. If the new plant will be located outside the United States, what should HR recommend in this situation? A. Take all steps to avoid unionization regardless of the location or laws B. Understand the laws and regulations for that location and work to maintain positive labor relations C. Contact the international union that your organization is currently working with to establish a relationship at the new site D. Work with the local unions to establish employer-union cooperation agreements

Scenario 23 (Questions 82-85): The World Manufacturing Company has 25 plants around the United States and other countries. More than 90 percent of their plants are unionized facilities. The company has enjoyed a long positive relationship with the various unions that represent their employees worldwide. A new facility is opening within the year near other unionized company locations. The GM of the new facility is concerned about the adversarial nature of the new union organizers. They are not from any union the company successfully deals with today. 1. Which of the following strategies would you recommend to the GM of the new facility? A. Hire a new GM who is an expert at preventing union organizing B. Contact the unions associated with the company to make them aware of the new plant C. Recognize the current unions at the other plants nearby the new plant D. Make every effort to avoid unionization without committing any ULPs

Scenario 24 (Questions 86-88): The HR manager is in an organization that is considering conducting some layoffs because the organization is suffering from two consecutive poor quarters. The company has communicated to the public that the financials would be positive for this quarter and that revenue per employee would be up and back to normal levels. The revenue per employee is still down, and a reduction in staff can bring the number back up to normal levels. The leadership team and especially the CFO feel this action is critically necessary. The leadership team is concerned about information leaking about the layoff too soon, resulting in premature turnover of valued staff. 1. What steps can be taken to reduce the potential for information leaking about the layoff? A. The steps that can be taken include delaying the decisions, ensuring everything is prepared, and training all managers and leaders to communicate with laid-off employees correctly. B. The steps that can be taken include expediting the decisions, reducing those involved with the decision, and emphasizing the importance of confidentiality to all individuals involved in the planning. C. The steps that can be taken include delaying the decisions, involving all stakeholders with the decision, and emphasizing the importance of reducing liability involved in the planning. D. The steps that can be taken include reducing liability, reducing those involved with the decision, and emphasizing the importance of confidentiality to all individuals involved in the planning.

Scenario 33 (Questions 122-125): You are the HR director in an organization where the organization structure is misaligned with the strategy. Currently there are several aspects of the structure that prevent the strategy from being realized successfully. There are several leaders who have come to the HR business partner because of the situation, and they can't quite figure out what the problem is. They know they need assistance from OD/HR or a consultant. One of the things that they noticed is that sections of the organization operate in their own silos and everybody is operating on their own. They are concerned about sections operating in silos and the impact this has on their success. 1. What can HR do to assist the leaders with the problem? A. HR can assist the leaders by providing support, providing OD interventions, and ensuring fairness in the process. B. HR can assist the leaders by helping identify the change vision, building support, and monitoring emotional reactions. C. HR can assist the leaders by helping identify the individual, team/unit, and organizational-wide interventions. D. HR can assist the leaders by identifying high-potential leaders for the company's future and succession.

Scenario 34 (Questions 126-129): Individuals in the company have some training and development shortfalls that are interfering with the success of the company, especially in the R&D department and a few other specific teams that are critical to the current strategy. The managers want the director of L&D to help them to figure out how to change the situation and/or intervene. They are requesting a comprehensive plan to develop the knowledge, skills, abilities, and competencies of the individuals. This process must be timely and efficient because the company must be first to market with their new product. 1. What are some things the director of L&D could do that might result in a change and improvement through the development and training of the staff? A. Develop a training and development program for R&D using the ADDIE process to address specific competencies, knowledge, skills, and abilities B. Develop a training and development program for R&D and all appropriate departments, use the ADDIE process, and fully understand and align with the company strategy C. Develop a training and development program using the ADDIE process to improve all the departments in the company with equal priority D. Develop a training and development program using the ADDIE process to improve all the departments in the company with priority to the other departments and then R&D

Scenario 38 (Questions 143-147): The rapid growth of the company has resulted in an average of 25 new hires per month and multiple opportunities for current employees already employed by the company. The senior management team wants to create a performance-oriented culture, and they want HR to update the on-boarding process to include teamwork and results as key attributes. With the large number of new employees entering the company and the high demand for the company products, there is a need for employees to become productive as soon as possible! 1. What can HR objectively do to help the organization continually improve the speed of assimilation in the company? A. Create and/or promote accountability systems, MBO, goals and objectives, and a professional, effective, and efficient on-boarding process B. Create and/or promote an effective, comprehensive on-boarding process; responsibility charts; goal planning and performance management; clear lines of communication; and leadership development C. Create and/or promote clear lines of communication, group goals and objectives, group recognition, project management, and supervisor training D. Create and/or promote group and company goals and objectives, the company vision, overall mission, corporate values, and employee relations and conflict management

Scenario 39 (Questions 148-151): The CEO of the company attended a seminar on mindfulness. As a result of the seminar, the CEO was impressed by the training. She has made the training mandatory for all of her managers and supervisors in the company. The training focuses on three major areas: mindfulness, emotional intelligence, and meditation. Several of the supervisors and managers object to having to participate in the mandatory training. They state that some of the training feels like it's religious and spiritual in nature and want a religious accommodation not to participate. The CEO is not happy because she feels that having everyone on board will result in higher profitability in the company, better communication, and reduced conflict management. 1. The senior leadership team convinces the CEO to only train managers and not train the supervisors, considering the potential problem with the religious accommodation. What does this illustrate? A. Poor leadership and governance B. A risk avoidance management C. Acceptable risk management D. The organization's risk tolerance

Scenario 39 (Questions 148-151): The CEO of the company attended a seminar on mindfulness. As a result of the seminar, the CEO was impressed by the training. She has made the training mandatory for all of her managers and supervisors in the company. The training focuses on three major areas: mindfulness, emotional intelligence, and meditation. Several of the supervisors and managers object to having to participate in the mandatory training. They state that some of the training feels like it's religious and spiritual in nature and want a religious accommodation not to participate. The CEO is not happy because she feels that having everyone on board will result in higher profitability in the company, better communication, and reduced conflict management. 1. What can HR recommend to make the business case for the required training? A. Tie emotional intelligence (EQ) to better leadership and profitability for the company B. Show how EQ, mindfulness, and mediation will improve all aspects of the company C. Encourage the CEO to force all leaders to comply and show her strong political power D. Request the CEO drop the required training because there is no business case

Scenario 44 (Questions 167-169): The HR staffing specialist was tasked with conducting an effective background investigation on the top candidate for the new software VP in engineering. Part of the check required her to request the transcripts from the candidate's school. The school could not locate the candidate's transcripts in their records search. The candidate listed a master's degree from this university on his application, which he had signed during the interview process. The HR specialist requested the candidate supply a sealed copy of the transcript but did not get a response. 1. If the candidate did not graduate and is deceiving the company, what should the HR specialist recommend? A. The HR specialist should recommend ignoring the problem and hire the candidate anyway because everyone lies on their resume. B. The HR specialist should recommend immediate removal of the candidate from the hiring process and document the situation. C. The HR specialist should recommend determining whether the lack of a degree is really a critical qualification concern for the position. D. The HR specialist should recommend immediate removal of the candidate from the hiring process and focus on other candidates.

Scenario 45 (Questions 170-172): One employee is not succeeding as well as the other two employees in the department. The other two have exceeded the standard consistently for almost an entire year, and they were both promoted with a pay increase. The first employee complained because he did not understand. Based on the Adams Equity Theory, he wanted to get a promotion and pay increase as well. He believed he was doing the same level of work they were doing even through the data shows a different performance from the others. He claimed it was because of race and discrimination. The other two have significantly outperformed the minority employee, so there are no grounds for his complaint, but the manager is concerned because the employee is threatening to sue. 1. What is the key information to use when discussing the concerns with the first employee who is making the claim? A. The key information consists of the feelings and concerns behind the decision that can be shared with the employee. B. The key information consists of the objective data and facts supporting the decision that can be shared with the employee. C. The key information consists of the policies and procedures supporting the decision that can be shared with the employee. D. The key information consists of the standards and results supporting the decision that can be shared with the employee.

Scenario 46 (Questions 173-176): Two employees are talking in the lunch room, and they are saying inappropriate things about one of their co-workers. The information is not true; they're simply saying it to make that employee look bad because they're jealous of that other employee's success. As a result of the comments overheard and shared, many employees, supervisors, and managers think that those statements are true. The company leaders decide not to promote this employee because of the false, malicious comments that these two employees made about the employee. 1. What are the potential liabilities created by this situation? A. The company could be exposed to a lawsuit resulting from libel of the employee. B. The company could be exposed to a lawsuit resulting from slander of the employee. C. The company could be held liable for the comments made by the employees. D. There are no liabilities that can be attached to the company.

Scenario 46 (Questions 173-176): Two employees are talking in the lunch room, and they are saying inappropriate things about one of their co-workers. The information is not true; they're simply saying it to make that employee look bad because they're jealous of that other employee's success. As a result of the comments overheard and shared, many employees, supervisors, and managers think that those statements are true. The company leaders decide not to promote this employee because of the false, malicious comments that these two employees made about the employee. 1. What should the HR team recommend once they are made aware of the facts about the situation? A. The HR team should recommend conducting an investigation and then take appropriate action based on the investigation. B. The HR team should recommend conducting an investigation and then take appropriate action and train the company. C. The HR team should recommend conducting an investigation and then ensure that the liability is targeted to the employees. D. The HR team should recommend conducting an investigation and then ensure the legal department protects the company.

Scenario 9 (Questions 31-34): The company has recently hired several diverse minority employees to fill critical positions in the company. The new hires are qualified and were highly recruited by multiple companies. As they assimilated into the company, the supervisors immediately started trying to manipulate them to comply and act like the existing employees rather than embracing what the new hires have to offer from their background and experience. The new employees are somewhat insulted and frustrated, and several of them have voiced that they're considering leaving the company because they don't feel valued. The hires are in key positions, and it would not be good if they were working for the competition. 1. What policies could be developed that will reduce the likelihood of this happening in the future? A. Develop a policy that allows managers and leaders to maintain a homogeneous group so that they do not offend diverse employees. B. Develop a policy and training development program that trains all managers in the practice of inclusion and to value diversity. C. Develop a policy encouraging leaders to take opportunities to experience other cultures to learn the value they possess. D. Develop a policy that only diverse managers from other cultures and countries can hire and manage diverse employees.

Scenario 9 (Questions 31-34): The company has recently hired several diverse minority employees to fill critical positions in the company. The new hires are qualified and were highly recruited by multiple companies. As they assimilated into the company, the supervisors immediately started trying to manipulate them to comply and act like the existing employees rather than embracing what the new hires have to offer from their background and experience. The new employees are somewhat insulted and frustrated, and several of them have voiced that they're considering leaving the company because they don't feel valued. The hires are in key positions, and it would not be good if they were working for the competition. 1. What potential liability does the company face by these circumstances? A. Potentially the company may face charges of discrimination. B. Potentially the company may face a hostile work environment. C. Potentially the company might face constructive discharge claims. D. Potentially the company might face workplace violence.

Scenario 9 (Questions 31-34): The company has recently hired several diverse minority employees to fill critical positions in the company. The new hires are qualified and were highly recruited by multiple companies. As they assimilated into the company, the supervisors immediately started trying to manipulate them to comply and act like the existing employees rather than embracing what the new hires have to offer from their background and experience. The new employees are somewhat insulted and frustrated, and several of them have voiced that they're considering leaving the company because they don't feel valued. The hires are in key positions, and it would not be good if they were working for the competition. 1. What steps can be taken to improve the relationship with the new employees to help them feel valued? A. The managers and leaders can be trained on diversity and inclusion to improve the relationships. B. The managers, leaders, and staff can be trained on the difference between diversity and inclusion. C. The manager could discuss the concerns with the new employees and with the HR team. D. The managers and leaders could be replaced with more open-minded managers and leaders.

complaints of poor service and unresponsiveness from the representatives of the client services department. The manager of the unit, who began her career as a client services representative, has been with the firm for 15 years and has held her management-level position for seven years. The HR director is asked to investigate the client's complaints further. The HR director met with the manager and listened to the challenges occurring in the department. Calls were being ignored, messages were not returned, and the average wait time for clients in the lobby was more than 45 minutes. All client services positions are filled, but the department suffers from a high rate of absenteeism. Upon further questioning, the HR director learns that the manager wants to have a more productive and efficient department but does not know where to begin in fear of jeopardizing friendships that have formed through the years. 1. What is the best course of action the HR director should immediately take to assist the manager? A. Advertise for additional client services representatives and discipline employees with frequent absences. B. With CEO approval, coach the manager on effective employee management techniques with a goal of aligning work performance with established goals. C. Write a memo to the employees with reminders of the existing policies. D. Schedule customer service training for all employees.

Scenario 1 (Questions 1-5): The organization is in the middle of a change management process, and it's important that this process happens for the success of the company in the future. The process is somewhat difficult and requires training and the support of all the individuals who are affected. Several individuals are resisting the idea and are strongly making efforts to officially stop it. Behind the scenes, they are attempting to undermine the new strategy and process and hope to maintain the way things are done in the past. This is disturbing the process and slowing things down. It is threatening to derail the process so it doesn't actually occur successfully. 1. What is the first thing that must be done to improve the situation? A. The first thing to do that will improve the situation is to communicate the reason for the change to all stakeholders affected. B. The first thing to do that will improve the situation is to establish roles and responsibilities for each stakeholder. C. The first thing to do that will improve the situation is to get specific feedback from all stakeholders affected. D. The first thing to do that will improve the situation is to understand individual differences for all stakeholders affected.

Scenario 10 (Questions 35-37): A company is in the middle of restructuring, and the HR manager is responsible for ensuring all compliance issues are handled correctly under the WARN Act and other laws. There are several employees over 40 years old on the list of employees who will be laid off as a result of the action. There is a requirement to provide these employees with the list of other employees older than 40 also losing their jobs during this action, in the form of job titles, ages, numbers, and so on. The leadership team does not want to provide the list to the employees because they think it will aid the employees with potential law suits in the future. 1. How should the HR manager respond to the leadership team's concerns? A. Their request is illegal and against the compliance requirements, so simply ignore their request and provide the list to all the over-40 employees at the appropriate time. B. Take the time to listen to the leadership team's concerns ensuring clarity about their request and ensure that they understand the requirements of the law. C. Take the time to listen to the leadership team's concerns, gain clarity about their request, ensure they understand the law, and secure their commitment to comply with the law. D. Ensure clarity about their request, report their unlawful desires to the proper authorities, seek protection against retaliation, and comply with their request.

Scenario 10 (Questions 35-37): A company is in the middle of restructuring, and the HR manager is responsible for ensuring all compliance issues are handled correctly under the WARN Act and other laws. There are several employees over 40 years old on the list of employees who will be laid off as a result of the action. There is a requirement to provide these employees with the list of other employees older than 40 also losing their jobs during this action, in the form of job titles, ages, numbers, and so on. The leadership team does not want to provide the list to the employees because they think it will aid the employees with potential law suits in the future. 1. Some of the employees older than 40 who believe they will be laid off have requested the list be provided to them immediately, before the announcement. How should the HR manager respond? A. Inform the employees about all the employees who will be laid off, provide them with the list, and then inform the leadership team about the action so they will not be blindsided. B. Do not inform the employees about the entire layoff, but if they are directly impacted, provide the list and then inform the leadership team about the action. C. Inform the employees that the final decisions have not been made about the layoff, receive their request and hear their concerns, and then inform the leadership team about the action. D. Inform the employees that the final decisions have not been made about the layoff, receive their request and hear their concerns, and then simply document what occurred.

Scenario 11 (Questions 38-41): The hiring manager was smart enough to not allow a new employee to have an employment contract. However, the manager failed to establish the correct employment at-will language that is standard in company offer letters. He also listed the employee's annual salary, without smaller increments of payment, in the document. Six months after the employee was hired, the manager wants to terminate the employee because he is not a good match for the company culture and the particular department. The employee is also not performing to the level needed and expected. 1. Which decision by the manager created the most exposure for compensation claims against the company? A. Avoiding the employment contract B. Failing to add employment at-will language C. Including the annual salary in the offer D. Not following company guidelines

Scenario 16 (Questions 57-61): While reviewing the organization's 360-degree feedback reports, an HR staff member notices discrepancies in the feedback provided for the team lead in the accounting department. The individual's supervisor has rated the team lead's performance highly, but the team itself is dissatisfied with the way the team lead treats them. They see the team lead as rude, abrupt, and unwilling to listen to them. They are afraid to disagree, however, because the team lead berates them for voicing their opinions. The HR staff member has heard rumors about this behavior and asked to view the team lead's performance, self-evaluation, and feedback reports. 1. What advice should the HR staff member give to the team members? A. The HR staff member should advise them to work to resolve any conflicts. B. The HR staff member should advise them to develop their skills. C. The HR staff member should advise them to communicate their concerns to the team lead. D. The HR staff member should advise them to correct problems identified by feedback.

Scenario 16 (Questions 57-61): While reviewing the organization's 360-degree feedback reports, an HR staff member notices discrepancies in the feedback provided for the team lead in the accounting department. The individual's supervisor has rated the team lead's performance highly, but the team itself is dissatisfied with the way the team lead treats them. They see the team lead as rude, abrupt, and unwilling to listen to them. They are afraid to disagree, however, because the team lead berates them for voicing their opinions. The HR staff member has heard rumors about this behavior and asked to view the team lead's performance, self-evaluation, and feedback reports. 1. What advice should the HR team member give to the supervisor of the team lead? A. The HR staff member should advise the supervisor to work to resolve any conflicts. B. The HR staff member should advise the supervisor to develop their skills. C. The HR staff member should advise the supervisor to communicate the concerns to the team lead. D. The HR staff member should advise the supervisor to correct problems identified by feedback.

Scenario 16 (Questions 57-61): While reviewing the organization's 360-degree feedback reports, an HR staff member notices discrepancies in the feedback provided for the team lead in the accounting department. The individual's supervisor has rated the team lead's performance highly, but the team itself is dissatisfied with the way the team lead treats them. They see the team lead as rude, abrupt, and unwilling to listen to them. They are afraid to disagree, however, because the team lead berates them for voicing their opinions. The HR staff member has heard rumors about this behavior and asked to view the team lead's performance, self-evaluation, and feedback reports. 1. What is the best OD intervention for this situation? A. The best OD intervention in this situation is to focus on change management. B. The best OD intervention in this situation is to focus on group dynamics. C. The best OD intervention in this situation is to focus on performance management. D. The best OD intervention in this situation is to focus on motivational theories.

Scenario 17 (Questions 62-65): The company has a strict dress code because the leadership team believes the dress code will help the company be successful with their clients and also help the business grow. The top salesperson of the company came to work with sandals and shorts on. The director of sales wants to discipline the salesperson even though this is the top salesperson of the company. 1. Management is concerned about a potential negative reaction from the salesperson if the policy is enforced. What should HR advise to management? A. HR should advise management to take steps to enforce the policy anyway because of the example that is set for the entire organization. B. HR should advise management to take steps to allow maximum leeway for the salesperson so sales will continue and the salesperson will be happy. C. HR should advise management to take steps to enforce the policy, be prepared to deal with shifting sales accounts, and manage the process fairly. D. HR should advise management to take steps to remove the salesperson from the sales team and shift accounts to get ahead of the problem.

Scenario 17 (Questions 62-65): The company has a strict dress code because the leadership team believes the dress code will help the company be successful with their clients and also help the business grow. The top salesperson of the company came to work with sandals and shorts on. The director of sales wants to discipline the salesperson even though this is the top salesperson of the company. 1. What advice should be provided if the salesperson questions the validity of the policy? A. HR should advise that the company conduct a review of the policy to check the concerns of the salesperson. B. HR should advise the company to ignore the concerns and ensure that the salesperson complies. C. HR should advise the company conduct analysis of the impact the policy has on company growth and on client retention. D. HR should advise the company not to ignore the concerns but to not make them a priority to investigate soon.

Scenario 22 (Questions 79-81): The VP of engineering wants the employee handbook updated to include information that pertains only to the engineering department. She wants the rest of the company to know and understand what engineering does and doesn't have responsibility to accomplish. She thinks the special engineering bonus will play a role in helping other departments learn what the focus is for engineering. The engineering bonus program applies only to engineering, and other departments are not authorized to receive the bonus. The HR team is concerned about the impact that adding the engineering-specific information will have on the other departments in the company that are not even aware that the other bonus exists. 1. If the VP of engineering prevailed, what steps could be taken to reduce the negative impact on other departments? A. A communication and marketing campaign could be launched to prepare other departments and explain the purpose of the engineering bonus. B. Very little can be done, and the HR team should prepare for low morale, a rise in complaints, and frustration with management about the bonus. C. Work with the VP to focus what is added to help others understand engineering, to prep the communication, and to prepare for employee questions and concerns. D. Work with the VP of engineering to get bonuses for other departments, enforce an open-door policy, and deal with informal leader comments.

Scenario 22 (Questions 79-81): The VP of engineering wants the employee handbook updated to include information that pertains only to the engineering department. She wants the rest of the company to know and understand what engineering does and doesn't have responsibility to accomplish. She thinks the special engineering bonus will play a role in helping other departments learn what the focus is for engineering. The engineering bonus program applies only to engineering, and other departments are not authorized to receive the bonus. The HR team is concerned about the impact that adding the engineering-specific information will have on the other departments in the company that are not even aware that the other bonus exists. 1. What could HR recommend to the VP of engineering to address her concerns about other departments understanding engineering? A. The HR team could recommend adding the information and allow the VP of engineering to manage any issues that develop. B. The HR team could recommend any strategy that would improve communications between engineering and other departments. C. The HR team could recommend off-site meetings, newsletters, learn about engineering lunches, and collaboration opportunities. D. The HR team could recommend structural changes, transfers in to the engineering department, and bonuses for the other departments.

Scenario 22 (Questions 79-81): The VP of engineering wants the employee handbook updated to include information that pertains only to the engineering department. She wants the rest of the company to know and understand what engineering does and doesn't have responsibility to accomplish. She thinks the special engineering bonus will play a role in helping other departments learn what the focus is for engineering. The engineering bonus program applies only to engineering, and other departments are not authorized to receive the bonus. The HR team is concerned about the impact that adding the engineering-specific information will have on the other departments in the company that are not even aware that the other bonus exists. 1. What response should be the HR team provide to the VP of engineering? A. The HR team should refuse to comply with the VP of engineering's request simply on principle alone. B. The HR team should have a discussion with the VP of engineering to better understand her concerns. C. The HR team should discuss concerns, influence the VP to modify her request, and provide sufficient alternatives. D. The HR team should discuss the situation with the CEO and the VP of HR to prevent the VP of engineering from lobbying.

Scenario 23 (Questions 82-85): The World Manufacturing Company has 25 plants around the United States and other countries. More than 90 percent of their plants are unionized facilities. The company has enjoyed a long positive relationship with the various unions that represent their employees worldwide. A new facility is opening within the year near other unionized company locations. The GM of the new facility is concerned about the adversarial nature of the new union organizers. They are not from any union the company successfully deals with today. 1. There are some concerns about managers committing ULPs outside the United States. Which ULP should the global company be focused on first? A. Management domination of a union B. Interrogating employees or union officials C. Violence during the organizing effort D. Spying on internal union activities

Scenario 24 (Questions 86-88): The HR manager is in an organization that is considering conducting some layoffs because the organization is suffering from two consecutive poor quarters. The company has communicated to the public that the financials would be positive for this quarter and that revenue per employee would be up and back to normal levels. The revenue per employee is still down, and a reduction in staff can bring the number back up to normal levels. The leadership team and especially the CFO feel this action is critically necessary. The leadership team is concerned about information leaking about the layoff too soon, resulting in premature turnover of valued staff. 1. What are the more critical actions the HR team should take to prepare for a potential reduction in force? A. The HR team should discuss the potential recommendations from all stakeholders, review the specific laws that impact layoffs, and immediately contact outplacement companies to assist in the action. B. The HR team should select the small team that will be involved in the planning, understand the business condition that is requiring the action, and conduct a thorough analysis of the situation. C. The HR team should select who will be on the team, maintain strict confidentiality, research the previous layoffs, consult appropriate legal concerns, and conduct all appropriate analysis. D. The HR team should understand the financials that led to the decision, meet regularly with the management team, and immediately get all the packets together for the decisions that will be made.

Scenario 28 (Questions 101-104): The HR business partner has noticed a concern that would fall into the category of diversity and inclusion. A new minority employee has been welcomed into the company and has started out quite well. His manager is trying to manipulate and change the employee to be like all the other Caucasian males in the company, instead of allowing the individual to be who he is and represent his cultural background within the company. The new employee is feeling a tremendous amount of pressure from his manager and others to comply with the standard way of doing things. 1. What are some strategies that would include the new employee in the solution? A. Confront the new employee and direct his comments and feelings about what is happening to ensure he is heard. B. Follow the open-door policy and allow the new employee to self-select his involvement level. C. Open a safe dialogue with the employee, allowing a free flow of information and learning. D. It is better not to involve the new employee to prevent awareness and increased liability.

Scenario 28 (Questions 101-104): The HR business partner has noticed a concern that would fall into the category of diversity and inclusion. A new minority employee has been welcomed into the company and has started out quite well. His manager is trying to manipulate and change the employee to be like all the other Caucasian males in the company, instead of allowing the individual to be who he is and represent his cultural background within the company. The new employee is feeling a tremendous amount of pressure from his manager and others to comply with the standard way of doing things. 1. Who else should HR work with to improve this situation? A. Only work with the manager where the problem is clearly present B. Work with the manager and other leaders only C. Work with the entire staff throughout the company to ensure overall improvement and results D. Work with the executive team to change policy and culture

Scenario 33 (Questions 122-125): You are the HR director in an organization where the organization structure is misaligned with the strategy. Currently there are several aspects of the structure that prevent the strategy from being realized successfully. There are several leaders who have come to the HR business partner because of the situation, and they can't quite figure out what the problem is. They know they need assistance from OD/HR or a consultant. One of the things that they noticed is that sections of the organization operate in their own silos and everybody is operating on their own. They are concerned about sections operating in silos and the impact this has on their success. 1. What is the first thing an OD professional can do to help with the situation? A. The first thing the OD professional can do is complete an evaluation of the situation to better understand the problem. B. The first thing the OD professional can do is complete an implementation immediately to better understand the problem. C. The first thing the OD professional can do is complete an assessment of the situation to better understand the problem. D. The first thing the OD professional can do is complete a design of the intervention to better support the stated problem.

Scenario 38 (Questions 143-147): The rapid growth of the company has resulted in an average of 25 new hires per month and multiple opportunities for current employees already employed by the company. The senior management team wants to create a performance-oriented culture, and they want HR to update the on-boarding process to include teamwork and results as key attributes. With the large number of new employees entering the company and the high demand for the company products, there is a need for employees to become productive as soon as possible! 1. What recommendations can HR make to improve the assimilation of employees into the company beyond orientation? A. HR can recommend a plan to ensure that all new hires are able to participate in the complete orientation process. B. HR can recommend an assimilation plan, which includes information from managers that will result in faster productivity from the new hires. C. HR can recommend an assimilation plan that is measurable based on past metrics and best practices for new hires. D. HR can recommend a plan to ensure all new hires are shown the employee handbook on the first day of their office work.

Scenario 39 (Questions 148-151): The CEO of the company attended a seminar on mindfulness. As a result of the seminar, the CEO was impressed by the training. She has made the training mandatory for all of her managers and supervisors in the company. The training focuses on three major areas: mindfulness, emotional intelligence, and meditation. Several of the supervisors and managers object to having to participate in the mandatory training. They state that some of the training feels like it's religious and spiritual in nature and want a religious accommodation not to participate. The CEO is not happy because she feels that having everyone on board will result in higher profitability in the company, better communication, and reduced conflict management. 1. This is unscheduled training from the training budget. What type of budgetary response is necessary in order to fund the training at this point? A. Zero-based budgeting B. Incremental budgeting C. Activity-based budgeting D. Formula-based budgeting

Scenario 45 (Questions 170-172): One employee is not succeeding as well as the other two employees in the department. The other two have exceeded the standard consistently for almost an entire year, and they were both promoted with a pay increase. The first employee complained because he did not understand. Based on the Adams Equity Theory, he wanted to get a promotion and pay increase as well. He believed he was doing the same level of work they were doing even through the data shows a different performance from the others. He claimed it was because of race and discrimination. The other two have significantly outperformed the minority employee, so there are no grounds for his complaint, but the manager is concerned because the employee is threatening to sue. 1. How should HR advise the manager going forward? A. HR should advise the manager to take the concerns voiced by the employee seriously and allow an investigation to happen with full cooperation. B. HR should advise the manager to take the employee aside and convince the employee to drop the allegation based on data. C. HR should advise the manager to hear the concerns from the employee, show the employee the objective data, and cooperate with the investigation. D. HR should advise the manager to ignore the employee based on the data and facts available that can easily support the decisions.

complaints of poor service and unresponsiveness from the representatives of the client services department. The manager of the unit, who began her career as a client services representative, has been with the firm for 15 years and has held her management-level position for seven years. The HR director is asked to investigate the client's complaints further. The HR director met with the manager and listened to the challenges occurring in the department. Calls were being ignored, messages were not returned, and the average wait time for clients in the lobby was more than 45 minutes. All client services positions are filled, but the department suffers from a high rate of absenteeism. Upon further questioning, the HR director learns that the manager wants to have a more productive and efficient department but does not know where to begin in fear of jeopardizing friendships that have formed through the years. 1. How should the HR director handle the reported high rate of absenteeism? A. Meet directly with each employee and offer the services of the employee assistance program. B. Document the manager's observation and wait six months in hopes the employees self-correct. C. Along with the client services manager, review timesheets, payroll records, and employee files to determine the rate of absenteeism for each in accordance with the firm's policies. D. Begin disciplinary action by writing a warning letter to each employee.

Scenario 12 (Questions 42-45): The human resource department hired a new HR analyst whose duties included payroll reporting. The HR analyst noticed inconsistencies in the pay records for the unionized employees in the accounting department. Their biometric timestamp did not match the overtime hours claimed and approved by the accounting manager. An accountant was hired at the same time as the analyst and called the HR manager in confidence about the same employees bragging about the amount of their overtime pay. 1. How should the HR manager respond to the HR analyst and accountant who approached the HR manager in confidence? A. The HR manager should make assurances that the information shared will remain strictly confidential. B. The HR manager should recognize the employees' ethical compass and remind them of the broad discretion company managers have in approving overtime, so no further action is needed. C. The HR manager should make a decision based on the information they provided and ask that they keep their discovery in strict confidence. D. The HR manager should remain professional, recognize the employees' ethical compass, reiterate the company ethics policy, assure them that the facts will be established, and assure them that retaliation will not be tolerated.

Scenario 10 (Questions 35-37): A company is in the middle of restructuring, and the HR manager is responsible for ensuring all compliance issues are handled correctly under the WARN Act and other laws. There are several employees over 40 years old on the list of employees who will be laid off as a result of the action. There is a requirement to provide these employees with the list of other employees older than 40 also losing their jobs during this action, in the form of job titles, ages, numbers, and so on. The leadership team does not want to provide the list to the employees because they think it will aid the employees with potential law suits in the future. 1. How should the HR manager respond if one of the leaders suggests that this concern is not an ethical issue but a business decision that should be determined by greater potential financial impact? A. Understand the financial impact of options, review past corporate decisions, and discuss the compliance with the leader. B. Immediately call a meeting with the entire leadership team and expose the leader's lack of ethics or willingness to comply with the law. C. Get other leaders on the leadership team to intervene by revealing past corporate decisions and applying peer pressure. D. Understand the financial impact of options, review the values and code of conduct, and discuss the business case of compliance with the leader.

Scenario 11 (Questions 38-41): The hiring manager was smart enough to not allow a new employee to have an employment contract. However, the manager failed to establish the correct employment at-will language that is standard in company offer letters. He also listed the employee's annual salary, without smaller increments of payment, in the document. Six months after the employee was hired, the manager wants to terminate the employee because he is not a good match for the company culture and the particular department. The employee is also not performing to the level needed and expected. 1. What alternatives can be recommended to avoid liability at this time? A. Assign the employee to a more suitable opportunity in another department within the company B. Terminate the employee immediately to reduce the potential cost for future litigation C. Retain the employee but reestablish the relationship, documents, and at-will policy D. Develop a training and development program for all managers

Scenario 11 (Questions 38-41): The hiring manager was smart enough to not allow a new employee to have an employment contract. However, the manager failed to establish the correct employment at-will language that is standard in company offer letters. He also listed the employee's annual salary, without smaller increments of payment, in the document. Six months after the employee was hired, the manager wants to terminate the employee because he is not a good match for the company culture and the particular department. The employee is also not performing to the level needed and expected. 1. What next step should HR recommend after the first few steps? A. Assign the employee to a more suitable opportunity in another department within the company B. Terminate the employee immediately to reduce the potential cost of future litigation C. Retain the employee but reestablish the relationship and the at-will policy D. Develop a training and development program for all managers

Scenario 17 (Questions 62-65): The company has a strict dress code because the leadership team believes the dress code will help the company be successful with their clients and also help the business grow. The top salesperson of the company came to work with sandals and shorts on. The director of sales wants to discipline the salesperson even though this is the top salesperson of the company. 1. How should HR and management navigate through this concern and policy violation? A. HR and management should enforce the strict dress code and not make an exception for the salesperson; rules must be enforced. B. HR and management should not enforce the strict dress code and make an exception for the salesperson to ensure continued sales. C. HR and management should investigate why the salesperson is wearing sandals and shorts to understand the circumstances. D. HR and management should investigate why the salesperson dressed that way, enforce the policy, and discipline the salesperson if appropriate.

Scenario 34 (Questions 126-129): Individuals in the company have some training and development shortfalls that are interfering with the success of the company, especially in the R&D department and a few other specific teams that are critical to the current strategy. The managers want the director of L&D to help them to figure out how to change the situation and/or intervene. They are requesting a comprehensive plan to develop the knowledge, skills, abilities, and competencies of the individuals. This process must be timely and efficient because the company must be first to market with their new product. 1. What are the best ways to ensure that all knowledge, skills, abilities, and competencies are addressed in the training? A. The best ways to ensure these are addressed are to interview all the managers and employees and complete a thorough job analysis to compare the individual's skill sets. B. The best ways to ensure these are addressed are to complete a thorough job evaluation and compare the individual's skill sets to the data captured in the analysis. C. The best ways to ensure these are addressed are to interview all the employees to determine what their previous training plans included and use this information. D. The best ways to ensure these are addressed are to complete a thorough job analysis and compare the individual's skill sets to the data captured in the analysis.

Scenario 38 (Questions 143-147): The rapid growth of the company has resulted in an average of 25 new hires per month and multiple opportunities for current employees already employed by the company. The senior management team wants to create a performance-oriented culture, and they want HR to update the on-boarding process to include teamwork and results as key attributes. With the large number of new employees entering the company and the high demand for the company products, there is a need for employees to become productive as soon as possible! 1. What should HR recommend to emphasize a results-oriented environment? A. Group and company goals and objectives, the company vision, overall mission, corporate values, high-level strategy B. Accountability systems, MBO, goals, and objectives, and a professional, effective, and efficient on-boarding process C. Root-cause analysis, company-wide goals and objectives, recognition for working as a team, and doing your job correctly D. Pay for performance, specific targeted goals and objectives, recognition for successful results, and corporate values

Scenario 38 (Questions 143-147): The rapid growth of the company has resulted in an average of 25 new hires per month and multiple opportunities for current employees already employed by the company. The senior management team wants to create a performance-oriented culture, and they want HR to update the on-boarding process to include teamwork and results as key attributes. With the large number of new employees entering the company and the high demand for the company products, there is a need for employees to become productive as soon as possible! 1. Which of the following should be promoted by HR? A. Consistency of the approach to the entire company, teamwork, and results orientation B. Focus on one specific department, using them as an example, and speed up the process C. Communication of the changes, slow down the process, and increase training opportunities D. Communication, consistency and validity; results-oriented culture; and team building

Scenario 39 (Questions 148-151): The CEO of the company attended a seminar on mindfulness. As a result of the seminar, the CEO was impressed by the training. She has made the training mandatory for all of her managers and supervisors in the company. The training focuses on three major areas: mindfulness, emotional intelligence, and meditation. Several of the supervisors and managers object to having to participate in the mandatory training. They state that some of the training feels like it's religious and spiritual in nature and want a religious accommodation not to participate. The CEO is not happy because she feels that having everyone on board will result in higher profitability in the company, better communication, and reduced conflict management. 1. If there is no religious or spiritual aspect to this training, must the organization accommodate the managers and supervisors who do not want to participate? A. No, the accommodation is not necessary, and all the leaders must participate as required by the CEO's directive. B. No, the company is not legally required to accommodate, but they should consider doing it anyway. C. Yes, the company must accommodate the leader's request because there is no undue hardship to the organization. D. No accommodation is required, but the CEO should alleviate any valid concerns about the training through communication sessions.

Scenario 44 (Questions 167-169): The HR staffing specialist was tasked with conducting an effective background investigation on the top candidate for the new software VP in engineering. Part of the check required her to request the transcripts from the candidate's school. The school could not locate the candidate's transcripts in their records search. The candidate listed a master's degree from this university on his application, which he had signed during the interview process. The HR specialist requested the candidate supply a sealed copy of the transcript but did not get a response. 1. What other actions should the HR specialist take concerning the background check? A. The HR specialist should stop all other actions to save the company any additional expense until the problem is resolved satisfactorily. B. The HR specialist should continue the process as normal so that after the problem is resolved, there will be no delays in the process. C. The HR specialist should only complete additional background check activities that will result in minimal cost and continue the process. D. The HR specialist should stop all other actions, report the concerns, and continue to attempt to get the transcripts in the process.

Scenario 45 (Questions 170-172): One employee is not succeeding as well as the other two employees in the department. The other two have exceeded the standard consistently for almost an entire year, and they were both promoted with a pay increase. The first employee complained because he did not understand. Based on the Adams Equity Theory, he wanted to get a promotion and pay increase as well. He believed he was doing the same level of work they were doing even through the data shows a different performance from the others. He claimed it was because of race and discrimination. The other two have significantly outperformed the minority employee, so there are no grounds for his complaint, but the manager is concerned because the employee is threatening to sue. 1. What should HR recommend to reduce the negative effect of the Adams Equity Theory on future employment decisions? A. HR could recommend making policies, procedures, and practices clear and include MBO in the evaluation process to help the employee understand the standards expected. B. HR could recommend making time to interact with the employee and include a narrative in the evaluation process to help the employees understand how they are doing. C. HR could recommend making relationships and influence strong and include graphic ratings in the evaluation process to help the employee understand their success. D. HR could recommend making goals, objectives, and standards clear and including BARS in the evaluation process to help the employee understand their competency level.

Scenario 46 (Questions 173-176): Two employees are talking in the lunch room, and they are saying inappropriate things about one of their co-workers. The information is not true; they're simply saying it to make that employee look bad because they're jealous of that other employee's success. As a result of the comments overheard and shared, many employees, supervisors, and managers think that those statements are true. The company leaders decide not to promote this employee because of the false, malicious comments that these two employees made about the employee. 1. What should HR recommend happen to the employees who made the inappropriate and false statements? A. Conduct a full investigation, and then, if they are found to be in violation, they should be terminated. B. Conduct a full investigation, and then, if they are found to be in violation, they should be trained. C. Conduct a full investigation, and then, if they are found to be in violation, they should be counseled. D. Conduct a full investigation, and then, if they are found to be in violation, they should be put on a PIP.

Scenario 9 (Questions 31-34): The company has recently hired several diverse minority employees to fill critical positions in the company. The new hires are qualified and were highly recruited by multiple companies. As they assimilated into the company, the supervisors immediately started trying to manipulate them to comply and act like the existing employees rather than embracing what the new hires have to offer from their background and experience. The new employees are somewhat insulted and frustrated, and several of them have voiced that they're considering leaving the company because they don't feel valued. The hires are in key positions, and it would not be good if they were working for the competition. 1. What actions should be recommended to the leadership of the new employees? A. The recommendation to the leadership should be to begin a dialogue to rectify the situation and open communications with the intent to shift thinking and behavior. B. The recommendation to the leadership should be to create policies and procedures that will prevent the situation from occurring in the company in the future. C. The recommendation to the leadership should be to develop appropriate training, interaction with the employees, and improved communications. D. The recommendation to the leadership should be to develop appropriate training, include the employees, and reevaluate the core values.

complaints of poor service and unresponsiveness from the representatives of the client services department. The manager of the unit, who began her career as a client services representative, has been with the firm for 15 years and has held her management-level position for seven years. The HR director is asked to investigate the client's complaints further. The HR director met with the manager and listened to the challenges occurring in the department. Calls were being ignored, messages were not returned, and the average wait time for clients in the lobby was more than 45 minutes. All client services positions are filled, but the department suffers from a high rate of absenteeism. Upon further questioning, the HR director learns that the manager wants to have a more productive and efficient department but does not know where to begin in fear of jeopardizing friendships that have formed through the years. 1. What, if anything, is the HR director to report to the CEO? A. The friendships within the department are hindering the manager's ability to effectively manage, and a transfer is appropriate. B. Report nothing immediately, as there should be additional fact-finding and observations of the department. C. Request an immediate corrective action plan from the manager for all employees. D. Provide a summary of the HR director's findings and an outline of how HR can assist.

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