Practice Test Questions I GOT WRONG
Which is the provision that does NOT typically describe a health savings account (HSA)? a. "Use it or lose it" - funds expire at the end of the plan year b. Both employees and employers may contribute to the account on the employee's behalf c. Employees may reduce their taxable income by contributing funds to an HSA d. HSA funds are portable - if an employee leaves the organization, he/she can take the funds
a. "Use it or lose it" - funds expire at the end of the plan year Rationale: HSA funds never expire, and employees who leave the organization do not lose access to the funds.
To comply with the Age of Discrimination in Employment Act (ADEA), what should severance agreements for employees over age 40? a. A 21-day consideration period plus a seven-day revocation period after signing. b. A seven-day consideration period plus a 21-day revocation period after signing. c. A waiver of any type of complaint to the Equal Employment Opportunity Commission (EEOC). d. A minimum of 30 day's health insurance coverage.
a. A 21-day consideration period plus a seven-day revocation period after signing. Rationale: The Age Discrimination in Employment Act (ADEA) requires an employee over 40 to receive 21 days to review a severance agreement before signing. Once the employee signs the agreement, he/she has seven days from the date of signature to change his/her mind and revoke the agreement. Agreements should not contain any type of language that would prevent employees from filing a complaint with the Equal Employment Opportunity Commission (EEOC).
401 (k) plan auto-enrollment for new hires is... a. A great strategy to boost participation and encourage financial responsibility among employees. b. Not legal c. Not advisable from an employee relations standpoint; employees tend to feel deceived d. A requirement of most retirement plans
a. A great strategy to boost participation and encourage financial responsibility among employees. Rationale: Automatic enrollment in a 401 (k) for new hires, although not a requirement, is a recommended strategy to boost participation in the plan. There is not usually backlash from employees against this provision; however, communication to new hires and current employees is essential to avoid mistrust.
When calculating the rate of turnover in an organization, which is most helpful? a. Separate out involuntary terminations from voluntary terminations. b. Include both voluntary and involuntary terminations in the calculation. c. Consider the prior year's headcount when dividing by the number of employee exits. d. Consider the prior year's total number of employee exits when dividing by average headcount.
a. Separate out involuntary terminations from voluntary terminations. Rationale: When determining the cause of employee turnover, it is best to separate out involuntary terminations from voluntary terminations. Counting involuntary terminations in the calculation will skew the separation rate and will not help determine the case for attrition.
The CEO of your organization recently decided to launch a comprehensive company-wide employee engagement survey. Included in the survey were questions regarding satisfaction with internal services such as IT, operations, and HR. Unfortunately, HR scored the lowest among all internal services, indicating employee dissatisfaction with HR interactions. The CEO is concerned and asked you, the HR director, how you will handle this. Given the original reason for the HR audit, what would be the MOST appropriate type of audit? a. An audit to ensure all HR functions are aligned with best practices b. An audit to ensure compliance with applicable regulations c. An audit to ensure HR function is aligned with organizational goals d. An audit focused on employee relations
a. An audit to ensure all HR functions are aligned with best practices Rationale: This audit should address all HR functions, not just employee relations. The poor survey results could be prompted by other processes such as performance reviews, benefits enrollment, promotional opportunities, and so on. Although compliance is important, it is not the goal of this audit. Industry best practice will provide a useful benchmark to identify deficiencies in the HR function.
In the context of Fair Labor Standards Act (FLSA), which statement is true regarding the concept of workers being "engaged to wait" versus "waiting to be engaged"? a. An employee who is "engaged to wait" is effectively on duty and must be paid for that time. b. An employee who is "waiting to be engaged" is usually required to remain at the workplace or nearby in case they are needed. c. An employee who is "engaged to wait" is generally on call and can use his/her time freely as long as they're able to make it to the workplace in the event they are called. d. An employee who is "engaged to wait" is relieved of duty, so he/she does not need to be paid unless he/she is called to work.
a. An employee who is "engaged to wait" is effectively on duty and must be paid for that time. Rationale: An employee who is "engaged to wait" is one who must stay at the workplace until his/her work assignment is given; therefore, he/she must be paid for that time as he/she is effectively on duty. An employee who is "waiting to be engaged" is relieved of his/her work duties, and can use his/her time freely, but must return to the workplace if a work assignment requires his/her presence.
There are many critics of using personality assessments as part of the hiring process. Which of the following is the MOST valid concern that critics have expressed? a. Assessments can pigeonhole applicants based solely on personality traits. b. Applicants can usually manipulate the results -- they choose the option that the organization wants to hear rather than how they feel. c. Assessments may ask questions that would identify and exclude disabled individuals. d. Disparate impact -- protected groups of people may be excluded from consideration based on their responses.
a. Assessments can pigeonhole applicants based solely on personality traits. Rationale: The other concerns listed can usually be assuaged with a legitimate assessment provider. But no matter how buttoned up the assessment tool is, great applicants might be eliminated from the process based solely on their personality type.
Under "coordination of benefits" rules, how are insurance claims processed? a. Charges are first allocated to the primary payer, and then residual charges are submitted to a secondary payer. b. Claims are processed only at an "allowable amount" as determined by the insurance company, and any residual cost is an out-of-pocket charge to the employee. c. Out-of-pocket expenses are deducted directly from the employee's flexible spending account. d. Charges are evenly split between the primary and secondary payers.
a. Charges are first allocated to the primary payer, and then residual charges are submitted to a secondary payer. Rationale: Coordination of benefits rules require that the insurance plan listed as primary will charged first, and any residual charges will be processed by the secondary payer.
Your organization is opening its first international office in Chennai, India. It will start as a relatively small office with mostly software developers, but there is a need to have an HR person located there. You will oversee the work of this India-based HR manager in addition to your US based team of 5. What would be your first step in helping open the India office? a. Conduct a political, economic, social, and technological (PEST) analysis through an HR lens b. Travel to Chennai, see the landscape, meet the location contacts, and begin recruiting for the HR manager c. Conduct a strengths, weaknesses, opportunities and threats (SWOT) analysis through an HR lens d. Begin collecting sample employee handbooks, forms, and policies from India companies
a. Conduct a political, economic, social, and technological (PEST) analysis through an HR lens Rationale: Before traveling to Chennai or collecting sample documents, a PEST analysis should be conducted from an HR lens. Political, economic, social, and technological factors will influence most decisions that need to be made, so thorough research and analysis is critical.
How would you handle this situation? A new father, who has not exhausted his FMLA leave for the year, has requested the next 12 Fridays off to care for his new baby. He cites "baby bonding time" under the FMLA law and feels that this intermittent leave qualifies. His supervisor has expressed the challenge this will present his department as they usually have a time-sensitive report to submit each Friday. a. Decline the employee's request as this would clearly present a hardship on his department. b. Approve the employee's request as he still has FMLA leave available. c. Speak with the supervisor to see if other employees in the department would be able to work overtime on Fridays to cover the absence of this employee. If so, allow the request. d. Require that the employee uses vacation time or paid time off as this would not qualify for FMLA.
a. Decline the employee's request as this would clearly present a hardship on his department. Rationale: Intermittent FMLA leave is not mandated for baby bonding time; however, an employer may allow it. In this particular instance, it would present a hardship on the department, and asking others to work extra hours to fill in for this employee would be perceived as unfair.
Psychologist Bruce Tuckman developed the "Forming, Storming, Norming, and Performing" concept to describe the team formation process. Oftentimes, teams may move back and forth between which two stages when faced with a new task? a. Forming and storming b. Storming and norming c. Performing and forming d. Norming and performing
b. Storming and norming Rationale: Teams often will relapse from the norming stage back into storming when faced with new challenges.
In a municipal government workplace, a supervisor oversees a 10-person team of permit technicians who are mostly stationed at the front counter and greet customers. Two permit technicians, Jane and Susan are like oil and water. They argue in team meetings, roll their eyes at each other, and don't respond to each other's emails. The supervisor is fed up and has come to you for guidance. What is the type of conflict that best describes the interaction between Jane and Susan? a. Dysfunctional conflict b. Functional conflict c. Task conflict d. Bullying behavior
a. Dysfunctional conflict Rationale: Dysfunctional conflict among employees is a detriment to the workplace and can cause absenteeism and/or turnover -- this is the best descriptor of the interactions between Jane and Susan. Functional conflict is actually a beneficial type of conflict and can actually promote problem solving and creative ideas. Bullying behavior is generally one-sided, and task conflict is isolated to a certain project or task.
Which statement is true about COBRA? a. Employers may charge a 2% premium in addition to the original insurance premium cost. b. The employer may terminate COBRA coverage at any time and for any reason. c. COBRA insurance plans generally have a higher deductible than the base employer plan. d. A divorce disqualifies a participant's beneficiary from coverage.
a. Employers may charge a 2% premium in addition to the original insurance premium cost. Rationale: Employers may charge up to 102% of the original insurance premium to COBRA participants to help cover administration fees.
Under the Patient Protection and Affordable Care Act (PPACA), an employer may utilize the look-back measurement to determine... a. If an employee will be expected to work more than 30 hours per week b. If an employee has received health insurance coverage over the past year. c. If an employee has worked more than 130 hours in a month. d. If an employee's pay is low enough that he/she qualifies for a subsidy.
a. If an employee will be expected to work more than 30 hours per week Rationale: The look-back measurement period is a method of determining eligibility for coverage. The employer looks at a defined period of time that the employee has worked and averages the weekly hours. If the average is 30 hours or more per week, the employee would likely be eligible for coverage.
What could be the biggest disadvantage of having a remote workforce? a. Lack of communication between coworkers and employees and managers b. The possibility for employees to misrepresent their work time c. Home-based employees being likely to encounter too many distractions and not being as efficient d. Possible safety and risk concerns for employees to hurt themselves away from the office
a. Lack of communication between coworkers and employees and managers Rationale: Although the other options could be potential downsides of having a remote workforce, the biggest disadvantage is the impact on communication and work relationships. Employees and managers must be more proactive in communication efforts with remote workers - a simple face-to-face chat is not an option.
As the HR manager for a midsize org, you have been tasked with spearheading a major new initiative -- replacing the outdated HR/payroll system with something more modern and efficient. You feel confident in your project management skills and are excited to begin the process of collecting system requirements and identifying possible vendors. However, the executive sponsor of the project has warned you about some potential resistance from the payroll supervisor. The supervisor has worked for the organization for 12 years, is extremely proficient in the current system, and doesn't like the idea of learning a new system. How would you go about getting buy-in from the payroll supervisor? a. Meet with the supervisor 1:1 and hear his/her concerns. Explain the possible risks of the project but also the potential improved efficiencies in the daily work. b. Show the supervisor the project schedule and explain all the important upcoming milestones. Ask for initial thoughts and feedback. c. Request that direct manager have a conversation wit the payroll supervisor. Clarify that he/she will be expected to participate and provide expertise when needed. d. Ask the supervisor to draft a wish list -- everything he/she would like in a new payroll system.
a. Meet with the supervisor 1:1 and hear his/her concerns. Explain the possible risks of the project but also the potential improved efficiencies in the daily work. Rationale: As soon as you hear about potential concerns from the payroll supervisor, it's best to meet with him/her privately and hear those exact concerns. It's important to be honest and explain the challenges he/she may face and the organization may face as well. Allowing him/her to feel heard will help solidify his/her commitment to the project. The other approaches may end up backfiring, causing him/her to feel overwhelmed and that the project is moving forward with or without his/her endorsement.
How would you deliver the feedback to this employee? You are a supervisor who manages a small team of three professionals. One in particular is a high performer with a great attitude. Unfortunately, he/she made a huge error on his/her most recent client report, which ended up costing the organization a significant amount of money. It is an error that you need to address with, but you don't want to dampen his/her spirits as he/she tends to be sensitive to negative feedback. a. Remain neutral and state the facts of the mistake in the report. Ask for feedback on how to avoid these mistakes in the future. b. Send an email with the details of the mistake to be less confrontational. c. Explain the mistake and the impact it had on the company. Warn him/her that if it happens again, he/she might be disciplined. d. Document the event in the details of his/her next performance review.
a. Remain neutral and state the facts of the mistake in the report. Ask for feedback on how to avoid these mistakes in the future. Rationale: Direct, timely feedback is always the best approach with employees. Asking for feedback on how to avoid mistakes in the future makes him/her feel invested in the solution.
In assessing HR technology programs, what is an example of a "best of breed" concept? a. Selecting an HR/payroll system and a separate third-party learning management system (LMS) with better features. b. Performing a needs analysis internally to determine the optimal system to streamline current processes. c. Selecting an all-in-one integrated solution with HR, payroll, performance management, and learning management capabilities. d. Selecting an HR/payroll system that requires the least amount of customization to ensure a fast implementation and simpler future upgrades.
a. Selecting an HR/payroll system and a separate third-party learning management system (LMS) with better features. Rationale: "Best of breed" is a term used to describe the process of selecting only the best software system for a specific need of the organization, which often means not choosing an all-in-one system, which may have system limitations in various areas.
A supervisor has reported a situation about one toxic employee in a team of six. His/her work performance is bad, he/she puts others down and rolls his/her eyes in team meetings, and his/her attendance is poor as well. He/she calls in sick frequently and comes in late. He/she has stated that he/she has a medical condition, so the supervisor is afraid to confront him/her about the behavior for fear of a retaliation claim. Six months later, the employee is still a challenge. He/she will improve just enough to avoid discipline and seems to be on his/her best behavior around the supervisor, but one team member is reporting "mean" behavior -- passive aggressive comments, scoffs, and eye rolls, and whispering with other employees. The complainant is shy but well respected and normally has a great attitude. The supervisor doesn't feel a direct conversation between the two will help the situation. What should the next course of action be for the supervisor? a. Separate the two employees physically. Move their desks, and make it so that none of their work assignments are dependent upon each other. b. Move forward with disciplinary action for the offending employee as this is bullying behavior. c. Pull the offending employee aside privately and explain what has been reported. Inform him/her that bullying is not tolerated in the workplace. d. Keep a watchful eye on the situation. Check in frequently with the employee who feels targeted and ask the employee to keep a log of each incident.
a. Separate the two employees physically. Move their desks, and make it so that none of their work assignments are dependent upon each other. Rationale: This employee's bad behavior is just under the radar and is not quite egregious enough to rise to the level of discipline. A direct conversation from the supervisor may only make matters worse for the other employee. In this case it would be best to separate the two employees in hopes that the situation can be diffused over time.
You are the project manager of a large HR/payroll system implementation at your organization, which is a high tech digital marketing firm. The implementation is not underway just yet, but you have sent out several requests for proposal, and the responses are coming in from vendors. As part of your role, you must keep the entire organization informed. In this organization, employee career levels range from entry-level to advanced software engineers, with several employees fresh out of college and a few gearing up for retirement. Given this wide range in employee demographics, which communication technique should you utilize when giving your next departmental presentation? a. Tailor the message based on the group you're presenting to. b. Use stories and real-life examples to be more relatable. c. Describe a human resource information system project and its intricacies in lay terms. d. Provide a visual presentation with graphics and charts.
a. Tailor the message based on the group you're presenting to. Rationale: Using lay terms about an HRIS in a room full of software engineers may elicit a few eye rolls. Similarly, a complex presentation with acronyms and tech jargon may confuse the less tech-savvy employees. It is best to tailor the message based on the audience you're speaking to. That could mean explaining a concept in several different ways to ensure comprehension.
A compensation philosophy is influenced by many factors. Which factor should have the LEAST amount of impact when defining an organization's compensation philosophy? a. Number of employees in the organization b. Industry in which the organization works c. Current employee expectations d. Availability of talent in the market
c. Current employee expectations Rationale: Current employee expectation should not be a driving factor when defining an organization's compensation philosophy. Although it is important to pay a fair and equitable amount for the work being performed, employee expectations are often higher than the wage commensurate with the work performed.
Sean, a high-performing individual contributor, was recently promoted to be a supervisor and inherited three direct reports. He'd never been a supervisor before. After several months in his new position, Sean was working 10-hour days but was still falling behind in completing his performance reviews. Let's assume Sean learns how to delegate and begins feeling more comfortable with assigning projects to his direct reports. What supervisory skill should he work on next, which often goes hand-in-hand with delegation? a. Time management b. Accountability c. Training of work tasks d. Employee development
b. Accountability Rationale: After a leader delegates high-priority tasks and projects to his/her direct reports, it's important for the leader to remain accountable for the successes or failures of the outcome. For this reason, the leader should hold regular check-ins with individuals to understand challenges they're facing, milestones completed, and anticipated completion dates.
How would you respond to this request? An employee makes a request to HR to hold bible study during his/her lunch break at work in a conference room. He/she would like to invite other employees who have expressed interest, also during their lunch break. a. Request that the employee hold the meeting offsite as you don't want it to be perceived as an employer-sponsored event. b. Allow the request as it is a religious accommodation and does not present an undue hardship on the employer. c. Allow the request but on the condition that other employees should not be invited as it may make others feel coerced. d. Allow the request, but post the meeting schedule in a public area so that anyone can attend the meeting if he/she chooses. If attendance is only by invitation, others may feel excluded.
b. Allow the request as it is a religious accommodation and does not present an undue hardship on the employer. Rationale: The onsite bible study is a religious accommodation and does not present an undue hardship on the employer. Additionally, allowing the request will help contribute to a more inclusive work environment.
Which is NOT an example of an unfair labor practice? a. An employee declining to participate in collective bargaining b. An employer not making concessions during collective bargaining c. An employer offering benefits to employees who decline participation in a union d. An employer closing down a location upon unionizing activity by employees
b. An employer not making concessions during collective bargaining Rationale: Both the employer and the union must participate in the collective bargaining process and display good faith bargaining efforts; however, neither party is required to make concessions.
A supervisor reports to you that he/she is having some personality clashes on his/her team. Specifically, there is one employee who is particularly forceful in his/her opinion and tends to dominate the weekly team meetings. He/she openly complains about routine tasks that all human resource team members have to complete because he/she feels that they're "beneath" him/her. Other employees have expressed frustration when working with this individual. What advice would you give to this supervisor? a. Have a direct conversation with the employee. Explain how this behavior has been putting off others on the team. b. Be specific in the feedback -- explain how talking over others in a meeting makes others feel like they don't have a voice. c. Tailor the employee's work assignments so that they're more challenging and complex. d. Provide conflict resolution training to the employee and others on the team.
b. Be specific in the feedback -- explain how talking over others in a meeting makes others feel like they don't have a voice. Rationale: Feedback is best delivered in a specific format. Describe the exact behavior that needs to stop and what needs to start happening. In this case, the employee needs to stop talking over people in meetings. Providing more complex work assignments to the employee may further alienate others on the team as they'd see the poor behavior rewarded with more advanced assignments.
When an employee is injured on the job, what is the first thing supervisors and managers should be instructed to do after stabilizing the employee? a. Draft a statement of what happened. b. Contact human resources. c. Collect witness statements. d. Address the cause of injury, and fix it if possible.
b. Contact human resources. Rationale: Once the injured employee is helped and stabilized, the first call should be to HR before taking any witness statements or writing up a summary of events.
One of your direct reports, Peter, is quiet, conscientious, and detail oriented. He doesn't speak often in team meetings, but when he does, his responses are logical and fact based. Conversely, another direct report, Jason, almost never stops talking. He likes to exaggerate and always has a funny story to tell. He is creative, easygoing, and excellent at problem solving. You have a high-visibility performance review overhaul project that you need your team to deliver. How would you go about dividing the work between Peter and Jason? a. Encourage both Peter and Jason to get out of their comfort ones -- assign the research and data analysis to Jason, and Peter can create the communication pieces and deliver the presentations. b. Determine the overall project plan, strategy, and tasks together. Then let them divvy up the work directly with each other, keeping you apprised of any important decisions. c. Have Jason determine the overall project plan and strategy of the program. Peter can conduct best practice research and analyze applicable data. d. Have both of them work together on the same tasks -- both complete the research, put together the project plan, and deliver presentations to employees and leadership.
b. Determine the overall project plan, strategy, and tasks together. Then let them divvy up the work directly with each other, keeping you apprised of any important decisions. Rationale: As the manager of the group you should be involved in the strategic discussions and overall project plan. From there, if Jason and Peter are able to decide collaboratively which tasks they feel most comfortable with, they will have more buy-in for the project itself.
After a lengthy investigation concludes, a sexual harassment complaint is determined to be unfounded. What is the most appropriate course of action? a. Disciplinary action for the complainant -- there were no grounds for the complaint. b. Disciplinary action should be taken only if the reason was malicious. c. Disciplinary action would be considered retaliation if the complainant were to be disciplined for making a complaint. d. Initiate a gentle conversation with the complainant and subject together to describe the results of the investigation.
b. Disciplinary action should be taken only if the reason was malicious. Rationale: A harassment claim that is found to be malicious should result in discipline for the complainant. It is never a good idea to discuss an investigation and its results with the complainant and subject in the same room.
What is your first priority in your new role? You are a new HR director, reporting to the CEO in a professional services organization. According to the CEO, the HR department has had some challenges with its reputation within the organization. Some specific areas of concern from the CEO include slow response time to employee inquiries, inefficient processes, and poor staff attendance. a. Conduct an I-9 audit, and ensure there is no legal exposure. b. Get to know the HR staff, and learn all current departmental processes. c. Send the entire HR staff to customer service training to improve their interactions with other employees in the company. d. Release a company-wide communication introducing yourself and your role, make the rounds in each department, and get to know as many employees in the company as possible.
b. Get to know the HR staff, and learn all current departmental processes. Rationale: The first order of business should be to learn the landscape for yourself -- get to know your staff and what they do on a daily basis -- before making any sweeping changes in the department.
As an HR manager for a manufacturing organization, you've been noticing a general feeling of low morale among workers on the production floor. There's not a lot of talking among coworkers and no joking or even smiles. Attendance hasn't been stellar, and you've noticed more employees than usual resigning lately. Supervisors have reported that employees are feeling burned out because of the strict deadlines they must meet. Given the fact that these deadlines are nonnegotiable due to client commitments, what could be a creative, low-cost solution to boost morale on the production floor? a. Conduct "stay" interviews, and give employees an outlet to voice their concerns. b. Implement an employee recognition program. c. Hire additional workers to ease the workload of current employees. d. Encourage coworker relationships by holding on-site social events during work time.
b. Implement an employee recognition program. Rationale: An employee recognition program can vary from formal and structured to inexpensive and casual and generally promotes positive results from employees with minimal expense. It would be an effective approach to ensure that employees feel appreciated for working hard without significantly altering the working conditions.
Dependent enrollment with COBRA continuation coverage... a. Is required if the primary beneficiary is enrolled. b. Is allowed even if the primary beneficiary is not enrolled. c. Is only permitted if the primary beneficiary is enrolled. d. Is generally not permitted in any instance.
b. Is allowed even if the primary beneficiary is not enrolled. Rationale: Dependents may enroll with COBRA continuation coverage even if the primary beneficiary (employee or former employee) is not enrolled.
Under Fair Labor Standards Act (FLSA) guidelines, what are employees entitled to? a. One 30-minute lunch and two 15-minute breaks for every eight hours worked. b. No required lunch or rest periods. c. One hour lunch and two 10-minute breaks for every eight hours worked. d. One 30-minute lunch break for every four hours worked.
b. No required lunch or rest periods. Rationale: Federal law does not require lunch or rest periods for employees; however, many states do have these provisions.
What does PEST stand for in relation to analysis framework? a. Political, electronic, social, taxation b. Political, economic, social, technological c. Pop culture, economy, strategy, technology d. Political, environmental, social, technological
b. Political, economic, social, technological Rationale: A PEST is conducted as part of a strategic market analysis of several factors: political, economic, social, technological
What is one provision of the Affordable Care Act (ACA) regarding preventative care? a. Characterize all women's health treatments as preventative. b. Preventative care shall be covered at 100% and is not subject to co-pays, deductibles, or coinsurance. c. Insured members shall receive $1 million in coverage for preventative care. d. The out-of-pocket cost for preventative care shall be capped at a percentage of the federal poverty level.
b. Preventative care shall be covered at 100% and is not subject to co-pays, deductibles, or coinsurance. Rationale: As part of the Affordable Care Act (ACA), preventative care, vaccines, and screenings are no longer subject to copayments, deductibles, or coinsurance. There are also expanded protections for women's health services.
You are an HR manager supporting the northwest division of a nationwide electronics store. The majority of your employees work directly with customers, either helping them decide which TV to purchase in the store, or they travel to a customer's home to help setup or troubleshoot an electronic product purchased in the store. On occasion, customers will report that they noticed something missing from their home after a visit from an employee. Usually there's no way to definitively prove that an employee stole anything. An employee comes to your office one day and nervously tells you he/she has knowledge of another employee who stole an item from a customer's home. He/she doesn't want to tell you who it is until you guarantee him/her anonymity. How would you handle this? a. Explain that you can never guarantee anonymity and that she/he is obligated to give the name of the accused now that you have knowledge of the events. b. Promise that his/her name will remain anonymous and the employee in question will never know who complained. c. Tell him/her that you will do your best to ensure his/her name is kept confidential, but you can't make any guarantees. d. Explain the importance of finding the person who stole the item and that you need his/her help.
b. Promise that his/her name will remain anonymous and the employee in question will never know who complained. Rationale: Generally, in the case of a harassment complaint, you cannot promise anonymity. However, this is a complaint regarding criminal activity of the accused, and there is no need for the complainant's name to be disclosed.
ABC Corp has a large number of millennial employees joining the company in entry-level positions. Most of these individuals show great promise and ambition upon hire, but after a few months, they struggle with the steep learning curve of ABC's complicated product lineup and proprietary sales techniques. They become frustrated and are leaving the organization at a high rate. Because of this, HR has decided to implement a mentoring program in hopes that pairing more senior sales leaders and executives with these entry-level employees will help retain millennials. The problem is that a good mentoring program needs a budget, and ABC is conservative with nonessential spending. How would you appeal to senior finance leadership and convince them of the importance of this program? a. Put together a comprehensive document that defines eligibility requirements, high-potential employees who may participate, a timeline, marketing material, and a communication plan. b. Put together a succinct, finance-centered document with the total budget needed, how the budget will be spent, the expected impacts on employee retention, and in turn, cost savings. c. Start a 6-month pilot program, which costs much less than the full program, and hope that its success will justify the money spent thus far. d. Give a presentation to the senior finance leadership, and give several case studies of other organizations that had success with mentoring programs. Explain the employee morale-boosting benefits, and answer any questions they have.
b. Put together a succinct, finance-centered document with the total budget needed, how the budget will be spent, the expected impacts on employee retention, and in turn, cost savings. Rationale: Senior leaders who are focused in finance are usually most interested in how much things will cost and what the return on investment will be. Furthermore, usually their time is short and valuable, so a more succinct delivery of this information is better.
On which main concept is the interest-based relational approach to conflict resolution based? a. Find common interests between the two parties. b. Separate people from problems. c. Preserve the relationship at all costs. d. Confront the conflict but only if the relationship is a priority
b. Separate people from problems. Rationale: The interest-based relational approach emphasizes a fact-based approach to conversations about conflict. The two parties should practice active listening, remain calm, and focus on the facts of the conflict at hand rather than letting emotions influence the discussion.
The career path program was a hit with the software developers. The next step in creating that cutting-edge workplace reputation is embracing flexible/remote work opportunities. Your CEO doesn't like the idea and thinks it would negatively impact productivity. However, you're confident that it's the way of the future. How would you sell the idea to the CEO? a. Provide positive case studies from other organizations that have embraced remote assignments. b. Suggest that you allow it for a maximum of once per week as a trial. Monitor the remote work output, and expand the program if successful. c. Remind the CEO that remote work assignments would expand your recruitment reach into other hot tech markets, not just local to your headquarters office. d. Remind the CEO that not only is telecommuting cutting edge, but it allows software developers to focus better and in turn produce higher-quality work.
b. Suggest that you allow it for a maximum of once per week as a trial. Monitor the remote work output, and expand the program if successful. Rationale: The most effective method of gaining leadership buy-in is to show, rather than tell. If the CEO is willing to agree to a trial period, he/she will see the intangible benefits of allowing employees to work from home. Trial periods are effective methods of testing out a workplace program without a full commitment. The CEO is more likely to agree to this.
How long is an H1-B visa valid? a. An indefinite period of time. b. Three years, then renewable for another three years, for a total of six years. c. Three years. d. One year, then renewable each subsequent year.
b. Three years, then renewable for another three years, for a total of six years. Rationale: The initial issuance of an H1-B visa is valid for three years and is renewable for another three years for a total duration of six years.
What is an employee's right to have union representation during a disciplinary interview at the workplace called? a. Loudermill rights b. Weingarten rights c. Garrity rule d. Right to counsel
b. Weingarten rights Rationale: A union member has the right to union representation in an investigatory interview that may result in discipline, and this is known as "Weingarten."
Under the Myers-Brigg Type Indicator (MBTI) personality assessment, people are categorized as introverted versus extroverted, sensing versus intuitive, and so on. In total, there are how many different combinations of personality types? a. 4 b. 5 c. 16 d. 64
c. 16 Rationale: There are 16 different personality type combinations using the four pairs of Myers-Briggs Type Indicator preferences: introverted versus extroverted, sensing versus intuitive, thinking versus feeling, and judging versus perceiving.
A job applicant who was invited to interview with your org requested to have the questions in print format during the interview so that he/she can read along as the questions are asked. The applicant mentions that he/she is hard of hearing, and this will help him/her respond appropriately to the questions. But you have not done this for the other candidates in the process. What do you do? a. Offer to read the questions loudly and slowly during the interview b. Decline the request as it is important to treat every candidate consistently and interview candidates do not have the same Americans with Disabilities (ADA) protections as employees. c. Accommodate the candidate, and print out the interview questions for him as it is an accommodation request under the ADA. d. Provide a special hearing device for the candidate to use during the interview.
c. Accommodate the candidate, and print out the interview questions for him as it is an accommodation request under the ADA. Rationale: The Americans with Disabilities Act (ADA) protects job applicants as well as employees, and this candidate's request is a reasonable one; the employer should provide the reasonable accommodation so that the candidate has a fair opportunity to compete for the position.
A team of five customer service representatives work in a call center. They usually sit for the entirety of their 8-hour shifts, answering calls and speaking to customers with a headset. One CSR has severe back issues so has requested a stand-up desk to help with back pain. How would you handle this request? a. Provide the stand-up desk to the employee as it's a reasonable request. b. Perform an ergonomic assessment of the workstation before making any determinations if a modification is needed. c. Ask for a doctor's note. If the doctor states that he/she requires a stand-up desk to perform the essential functions of the job, provide it. d. Back pain does not qualify as a "disability" under the Americans with Disabilities Act, so no accommodation needs to be made.
c. Ask for a doctor's note. If the doctor states that he/she requires a stand-up desk to perform the essential functions of the job, provide it. Rationale: The CSR's medical professional should make the determination of the need for the stand-up desk. You should not try to determine the legitimacy or severity of a disability; rather, focus on the reasonableness of the accommodation request. And in this case, the request is reasonable.
In selecting a new human resources information system (HRIS), what is the first step in the process? a. Determine the available budget b. Define organizational needs versus wants in a new system c. Determine if the selection process will be conducted by a consultant or internal resources d. Collect quotes and proposals from prospective HRIS vendors
c. Determine if the selection process will be conducted by a consultant or internal resources Rationale: The first step in the process of selecting a new HRIS is to determine if the organization will conduct the vendor selection process internally or if a third-party consultant will be hired to perform the search. Once that decision is made, the other steps will follow.
You are a new HR director who has inherited a team of 10 HR people. The previous HR director was beloved by the team, and you can already tell that they are not thrilled with your arrival. They are skeptical and resistant to your ideas and suggestions. You've thought of a few ideas to build trust with the team. What is one action item that would likely NOT establish that trust with your team? a. Communicate often in 1:1 meetings and team meetings b. Get to know your team outside of work -- schedule lunch outings and ask about family, friends, and hobbies. c. Dive right in and begin to learn about the initiatives in progress: ask questions, review pertinent documents, and provide your insight. d. Encourage accountability by taking ownership of your own mistakes.
c. Dive right in and begin to learn about the initiatives in progress: ask questions, review pertinent documents, and provide your insight. Rationale: Mistrustful employees may view this behavior as second-guessing their past work efforts. In the early stages of managing a team, leaders should refrain from giving advice on projects that are in process and instead focus on developing relationships and establishing trust.
When a company uses a matrix org structure, what does it mean? a. The functions of the company are separated into autonomous divisions. b. There are several layers of authority, and each manager has only one or two direct reports. c. Employees generally report to more than one supervisor or manager. d. There are minimal layers of reporting relationships, resulting in the need for more cross-functional teams.
c. Employees generally report to more than one supervisor or manager. Rationale: A matrix org structure is one in which employees may report to multiple supervisors or managers; often one is a functional relationship and the other may be project-based.
A supervisor reports to you that he/she is having some personality clashes on his/her team. Specifically, there is one employee who is particularly forceful in his/her opinion and tends to dominate the weekly team meetings. He/she openly complains about routine tasks that all human resource team members have to complete because he/she feels that they're "beneath" him/her. Other employees have expressed frustration when working with this individual. Another employee on the team has poor attendance. He/she always seems to be having one personal crisis after another, from personal medical conditions to taking care of family members to a sick dog. He/she is not private about any of these details and will share these ailments with anyone who will listen. How would you guide the supervisor to handle this employee? a. Meet with the employee privately and hear him/her out. Understand the issue he/she is facing, and remain empathetic. b. Try your best to avoid discussing any personal issues in the workplace. Change the subject when the employee begins to overshare about his/her personal life and stick to talk about work. c. Focus on the attendance issue. Hold the employee accountable for being late, and request a doctor's note the next time he/she calls in sick. d. Facilitate a 360-degree performance evaluation for the entire team in hopes that feedback from others on the team will help give the employee some self awareness.
c. Focus on the attendance issue. Hold the employee accountable for being late, and request a doctor's note the next time he/she calls in sick. Rationale: Although this employee may be going through a series of personal crises, it's important to focus on his/her work performance and attendance issues. If the attendance issues are not addressed, they can have a negative impact on the others on the team.
What happens if an employee on leave submits a medical certification and HR questions the validity of diagnosis and the professional's credentials? a. HR should contact the medical professional for more information about the employee's medical condition. b. HR must make the best determination of its validity based on the information provided to maintain the employee's privacy c. HR may require a second opinion from another health-care provider d. HR may not contact the medical professional but should contact the employee for more information on the health condition
c. HR may require a second opinion from another health-care provider Rationale: Although HR may contact the medical professional to confirm the validity of the certification and ask clarifying questions, to protect the employee's privacy, they may not ask for more information about the condition. HR may require a second or third opinion at the employer's expense.
Sean, a high-performing individual contributor, was recently promoted to be a supervisor and inherited three direct reports. He'd never been a supervisor before. After several months in his new position, Sean was working 10-hour days but was still falling behind in completing his performance reviews. With Sean not delegating his work, what could be the most damaging repercussion to the organization? a. His work products would take longer to complete, causing backlogs and delays. b. If he were to leave the organization, nobody would know how to complete his work tasks. c. His direct reports would likely feel idle and underutilized, thus reducing engagement. d. He would not be able to keep up with the workload and may get burned out.
c. His direct reports would likely feel idle and underutilized, thus reducing engagement. Rationale: Although these could all be negative impacts of not delegating work, the most damaging is the impact on Sean's direct reports. If they feel idle and underutilized, this could prompt poor morale and increased turnover across the team.
In which domain is workforce planning and employment a focus? a. The employee lifecycle b. Organizational strategy c. Human resources operations d. Managing performance
c. Human resources operations Rationale: Workforce planning and employment are a human resources domain that is operationally focused, with emphasis on recruitment/selection, retention, and separation. Although similar to the employee life cycle, workforce planning and employment are less comprehensive.
The exit interview comments have shown that employees feel overwhelmed and burnt out -- this is causing employees to quit within their 90-day probationary period. What would be a possible solution HR could take to reduce turnover? a. Speak with the managers and supervisors, relay this information, and request that they lighten the workload for all employees. b. Introduce every Friday as work-from-home day to improve work-life balance. c. Implement realistic job previews during the interview process to give candidates a better idea of what will be expected of them. d. Improve new hire orientation and training, ensuring that new hires are able to get up to speed quickly.
c. Implement realistic job previews during the interview process to give candidates a better idea of what will be expected of them. Rationale: Realistic job previews would give candidates a realistic glimpse into what the job would entail on a daily basis. It would encourage them to self-select out of the hiring process if they aren't a good fit rather than waiting until after they're hired.
Currently, 28 states in the US are considered "Right to Work" states. What are the Right to Work laws? a. Legislation that forbids unionizing among employees. b. Legislation that allows for an employee to be terminated for any reason as long as it is not illegal. c. Legislation that provides a choice to employees with respect to union membership. d. Legislation that ensures employment opportunities for permanent resident aliens.
c. Legislation that provides a choice to employees with respect to union membership. Rationale: In a Right to Work state, employees are able to decline union membership if they choose.
What is a Performance Improvement Plan (PIP) best suited for? a. Documentation prior to a termination action b. Insubordinate behavior c. Quantifiable performance deficiencies with potential for improvement d. Unionized workplaces
c. Quantifiable performance deficiencies with potential for improvement Rationale: PIPs are best for specific and measurable problems with an employee's performance that may be turned around with guidance and training. Insubordinate behavior is not generally resolved with a PIP. And last, although PIPs are sometimes the final step before a termination, it is best for managers and supervisors to issue a PIP with the intent that the behavior can be improved.
How would you respond to the email? An employee emails you, as a designated HR representative, with a complex explanation of his/her medical history and explains that he/she has an upcoming surgery. It's clear from the tenor of the email that he/she is stressed about missing work time. He/she wanted to know what the next steps are to prepare for the upcoming leave. You don't know the answer to the question off the top of your head, and the HR person who specializes in leaves is out of the office for a week. a. First, explain that the employee should not send any protected health information over an unsecure network. Request that he/she come into the office and meet with the HR specialist face-to-face upon his/her return from vacation. b. Tahnk the employee for the email, and explain that the HR specialist who is the point of contact is OOO. Offer to explain the situation to him/her when he/she is back and have him/her touch base with the employee at that point. c. Research the information he/she is seeking on your own, and respond back to the employee within the day. d. Reply to the employee with a CC to the HR leave specialist, explaining that the HR specialist will reach out to the employee upon his/her return to the office.
c. Research the information he/she is seeking on your own, and respond back to the employee within the day. Rationale: As the employee is noticeably anxious about the health condition and missing work, it is best to respond to the email with a response as soon as possible rather than deferring to the HR Specialist who is OOO.
One of your direct reports, Peter, is quiet, conscientious, and detail oriented. He doesn't speak often in team meetings, but when he does, his responses are logical and fact based. Conversely, another direct report, Jason, almost never stops talking. He likes to exaggerate and always has a funny story to tell. He is creative, easygoing, and excellent at problem solving. Given Peter's personality, how would you go about delivering a work assignment to him? a. No different than any other team member, it would be discussed in the regular weekly team meetings. b. You would bring it up in your next weekly one-on-one meeting with the opportunity for Peter to ask follow up questions. c. Send an email with the work assignment details, with the explanation that you will discuss it at your next regularly scheduled one-on-one meeting. d. In your next regularly scheduled one-on-one meeting, ask for his input on which assignment he'd like to work on. Give him the assignment of his choice.
c. Send an email with the work assignment details, with the explanation that you will discuss it at your next regularly scheduled one-on-one meeting. Rationale: Individuals who are thoughtful and fact based typically prefer to "digest" information before asking questions or responding. Sending an email ahead of the one-on-one meeting would allow Peter the time to consider all his questions or concerns before having a direct conversation. Also, it is not always feasible or equitable to dole out work assignments based solely on employee preference.
How would you handle this complaint? A supervisor, John, gives you a call and says, "I have an issue. Another supervisor, Steve, made a joke to one of my employees that made her feel uncomfortable." John goes on to describe the insensitive joke about a "black Santa" that Steve told to the African American employee, Karen. John finishes with, "So what do I do?" Steve is a well-liked supervisor who has never crossed the line before. According to John, Karen and Steve are friends, and she doesn't want him to "get into trouble," but she thought she should at least mention it. a. Thank John for bringing this to your attention, and ask that he let you know if it ever happens again. Take no further action because this was an isolated incident with Steve. b. Document the interaction between Steve and Karen based on the facts presented by John. c. Speak with Karen directly, and document the conversation. Ask her how she wants you to proceed. d. Have an informal but stern conversation with Steve. Explain that his joke was inappropriate and should never happen again.
c. Speak with Karen directly, and document the conversation. Ask her how she wants you to proceed. Rationale: Based on the facts that Karen and Steve are friends, Steve is in good standing with the company and has never been in trouble before, and Karen clearly has a desire to maintain the friendship, it would be best to let her make the decision on the next course of action.
Under the North America Free Trade Agreement (NAFTA), what do Canadian professionals need to work in the US? a. A TN visa b. An H-1B visa c. The appropriate documentation (i.e. offer letter, proof of Canadian citizenship) presented at the US border d. US permanent residency (green card)
c. The appropriate documentation (i.e. offer letter, proof of Canadian citizenship) presented at the US border Rationale: Canadian citizens, unlike Mexican citizens, do not need a TN visa to work in the US. They need only present proof of Canadian citizenship, a written job offer from the prospective employer, and proof of qualification for the position at the US border. They are generally then admitted as a TN nonimmigrant.
When preparing to make an offer to a candidate, recruiters must consider several factors before deciding how much to offer within the applicable pay scale. What factors should NOT be considered? a. The candidate's expectations b. Internal equity - how much the other incumbents are being paid for the same job c. The candidate's current compensation d. The candidate's potential commute
c. The candidate's current compensation Rationale: Many states and local legislatures are banning the practice of asking for a candidate's current compensation as basing an offer on current pay can have disparate impact on protected classes. The salary offer should be based primarily on the candidate's level of experience, but other factors such as potential commute, candidate requirements, internal equity, and others may be considered as well.
What is an important criteria in defining an employee's behavior as insubordination? a. The threat of discipline up to and including termination b. The employee yelling or being generally disrespectful toward a direct supervisor c. The employer making a clear directive to the employee d. The employee being represented by a bargaining unit
c. The employer making a clear directive to the employee Rationale: Defining an employee's behavior as insubordination must meet three criteria: the employer gives a clear directive to the employee, and the employee acknowledges the directive in some manner then refuses to follow directions.
ABC Corp has a large number of millennial employees joining the company in entry-level positions. Most of these individuals show great promise and ambition upon hire, but after a few months, they struggle with the steep learning curve of ABC's complicated product lineup and proprietary sales techniques. They become frustrated and are leaving the organization at a high rate. Because of this, HR has decided to implement a mentoring program in hopes that pairing more senior sales leaders and executives with these entry-level employees will help retain millennials. The problem is that a good mentoring program needs a budget, and ABC is conservative with nonessential spending. Assuming you were given the budget for the mentoring program, you finalize the details and launch the program. So far, you've had plenty of mentors and mentees who are eager participants. What is the LEAST important consideration when pairing mentors and mentees? a. Similar goals for the mentoring relationship b. Similar career aspirations and field of work c. The seniority and experience level of the mentor d. The mentor and mentee's preference of match
c. The seniority and experience level of the mentor Rationale: A successful mentor does not necessarily need to be the most senior. Even a less experienced mentor can provide insight and guidance to a mentee in an area the mentee is not familiar with.
Which is an example of a Bona Fide Occupational Qualification (BFOQ)? a. A job applicant supplying documentation of his/her college degree b. A fast-food restaurant with Christian values only hiring Christian employees. c. An airline only hiring attractive female flight attendants to draw in more male passengers. d. A sheriff's office refusing to hire police deputies over the age of 50
d. A sheriff's office refusing to hire police deputies over the age of 50 Rationale: A Bona Fide Occupational Qualification (BFOQ) is only legitimate if it is a criterion (e.g. gender, religion, national origin) that is required for business operations. There is a business need and safety consideration for hiring police officers and deputies who are younger than 50.
The Fair Labor Standards Act (FLSA) mandates that most employees be paid overtime for more than 40 hours in a week unless they fall under certain criteria. Which is NOT an FLSA exemption? a. Outside sales exemption b. Computer employee exemption c. Creative professional exemption d. Advanced engineer exemption
d. Advanced engineer exemption Rationale: There is no specific advanced engineer exemption. The FLSA exemptions apply only to white collar-type employees who fall under the salary and duties test that include executive, administrative, professional (learned and creative), computer, outside sales, and highly compensated employees.
What is the first step in the strategic planning process? a. Develop SMART goals b. Define desired outcome c. Identify potential risks that would threaten the goal d. Analyze the applicable data
d. Analyze the applicable data Rationale: According to several strategic planning process models, the first step is always to collect and analyze the applicable data prior to setting goals, defining the desired outcome, or identifying potential threats and risks.
Which statement does NOT describe unlawful harassment? a. Unwelcome conduct that is based upon the victim's protected status b. Behavior that is severe and pervasive enough that a reasonable person would find it hostile or abusive c. Enduring offensive conduct becomes a condition of employment d. Any type of bullying or unwelcome conduct from a supervisor
d. Any type of bullying or unwelcome conduct from a supervisor Rationale: According to the Equal Employment Opportunity Commission (EEOC), petty slights, annoyances, and isolated incidents will not rise to the level of illegality.
Which is an expense that a flexible spending account (FSA) may NOT be used for, as governed by the IRS? a. Acupuncture b. COBRA insurance premiums c. Child care costs d. Electric toothbrush
d. Electric toothbrush Rationale: FSA funds may not be used to purchase an electronic toothbrush. The other items are eligible expenses according to the IRS, and an FSA may be used for those purchases.
How would you describe the most effective approach to diversity recruitment? a. Hire more diverse employees into the workplace. b. Alter workplace practices to appeal to multiple generations of employees -- leverage technology where appropriate, and train older workers on this technology. c. Train hiring managers and other interviewers on appropriate, and inappropriate, questions to ask during an interview. d. Expand advertising sources to include diversity-focused professional organizations and websites.
d. Expand advertising sources to include diversity-focused professional organizations and websites. Rationale: Organizations should never base any hiring decision on race, gender, age, or any other protected visual attributes, even if the intent is "to hire for more diversity." Also, whereas the other two suggestions would help create a more inclusive workplace, the most effective strategy is to expand the reach of recruitment efforts toward underrepresented groups.
Which is the provision that does NOT typically describe a flexible spending account (FSA)? a. "Use it or lose it" -- funds expire at the end of the plan year (or at the end of the grace period). b. Both employees and employers may contribute to the account on the employee's behalf. c. Employees may reduce their taxable income by contributing funds to an FSA. d. FSA enrollment is mandatory for employees with a Section 125 plan.
d. FSA enrollment is mandatory for employees with a Section 125 plan. Rationale: FSA participation is optional for employees. During open enrollment, each employee decides how much money, if any, to contribute to an FSA. Employers may contribute to an FSA on behalf of their employees. The funds generally do expire at the end of the plan year; however, many plans offer a 3-month grace period that allows employees to access the funds into the following year.
You are an HR manager for a midsized tech company with a diverse employee group -- there are many employees from India, some are from Russia, and others are American. Employees tend to stay within their own cultural groups for socializing and even project collaboration. This has created a siloed work environment, resulting in minimal communication and inefficient work processes. What would be a creative and effective way to improve communication across the organization? a. Pair up individuals from different cultures on specific work assignments b. Require language classes for each of the dialects spoken in the organization c. Offer cultural sensitivity training for the entire organization d. Organize on-site social activities to take place during work hours
d. Organize on-site social activities to take place during work hours Rationale: Encouraging social connections will help work interactions as well. If the social activities occur on site during work hours, employees are more likely to attend than if they are offsite or on employees' own time.
You are an HR manager supporting the northwest division of a nationwide electronics store. The majority of your employees work directly with customers, either helping them decide which TV to purchase in the store, or they travel to a customer's home to help setup or troubleshoot an electronic product purchased in the store. On occasion, customers will report that they noticed something missing from their home after a visit from an employee. Usually there's no way to definitively prove that an employee stole anything. How would you go about preventing this from happening in the future? a. Remove the temptation -- request that customers secure their valuables prior to a visit from one of your employees. b. Conduct a thorough background check before hiring, and reject anyone with a criminal record. c. In new hire orientation, conduct ethics training and threaten criminal prosecution if an employee is caught stealing. d. Pair up employees who visit customer homes so that they can hold each other accountable.
d. Pair up employees who visit customer homes so that they can hold each other accountable. Rationale: Pairing up employees when they visit customers' homes is a creative solution that would provide a safer situation for everyone -- customers and employees. It is unwise to make a uniform disqualification for anyone who has a criminal record as this can result in disparate impact. Although it is a good idea to inform new hires of the organization's expectations when it comes to ethics, threatening criminal prosecution is not exactly a warm welcome!
As the HR manager for a midsize org, you have been tasked with spearheading a major new initiative -- replacing the outdated HR/payroll system with something more modern and efficient. You feel confident in your project management skills and are excited to begin the process of collecting system requirements and identifying possible vendors. However, the executive sponsor of the project has warned you about some potential resistance from the payroll supervisor. The supervisor has worked for the organization for 12 years, is extremely proficient in the current system, and doesn't like the idea of learning a new system. As the project is in full swing, you are hearing that some of the HR staff is unhappy with being left out of making important decisions. The project requires many meetings over several months, and it's difficult to accommodate all six of the HR staff's schedules. As it stands now, waiting to schedule meetings when all can attend is delaying the entire project. How would you approach this discontent with the HR staff? a. In the next staff meeting, explain that if people want to be involved in the decision-making, they must be in attendance at all the project meetings. b. Organize an HR retreat, and provide change management training to the entire team. c. Each week, summarize the decisions that need to be made and bring that list to each HR staff meeting for discussion. d. Select a small HR project team -- two other employees besides yourself -- to attend all meetings. Explain to the others that this small team will have the authority to make decisions on HR's behalf.
d. Select a small HR project team -- two other employees besides yourself -- to attend all meetings. Explain to the others that this small team will have the authority to make decisions on HR's behalf. Rationale: Because the project schedule is at risk, a small HR project team should be organized to participate in all the pertinent meetings for the sake of efficiency. The other HR staff should have trust in the project participants to make configuration decisions that are best for their group. The project team should provide regular updates to the others but waiting to make important decisions after an internal discussion will only further delay the project.
To meet eligibility for Family and Medical Leave Act (FMLA) protected leave, an employee and employer must meet specified criteria. Which criterion is NOT an FMLA qualifier? a. The employee must have worked for the employer for at least 12 months. b. The employee must have worked at least 1250 hours in the past 12 months. c. The employer must employ at least 50 employees within a 75-mile radius. d. The employee must give the employer at least 30 days' notice of an upcoming leave.
d. The employee must give the employer at least 30 days' notice of an upcoming leave. Rationale: Although 30 days' advance notice of an upcoming leave is ideal, in many instances it will not be feasible for an employee to give any advance notice. If no advance notice is given, it is not an adequate reason to deny FMLA leave.
In the context of a retirement plan, how is graded vesting defined? a. The employee receives complete ownership of employer contributions after a certain number of years (no more than six) b. The employee has elected to fully manage his/her own fund allocations and investments c. If a fund's performance drops below a certain threshold, the employer will cease to offer it as an option for employees d. The employee's ownership of employer contributions grows partially each year of participation
d. The employee's ownership of employer contributions grows partially each year of participation Rationale: Vesting is the process by which employees receive ownership of the employer contributions made into their retirement savings plans. Graded vesting is a common plan design strategy and allows employees to earn an increased portion of the employer contributions each year of their participation.
You are a human resources manager for a small software startup company. The organization is relatively flat with several software engineers reporting to one lead and all five leads reporting to the director. A common complaint among the engineers is that there is no opportunity for advancement. In fact, this is prompting some high performers to look for jobs elsewhere. What approach would you take to address this source of discontent? a. Spearhead a significant wage increase for all engineers in the company to make up for the fact that they may never receive a promotion. b. Make it clear to engineers that promotions are difficult to come by in smaller organizations and instead emphasize all the perks that they enjoy by working for a small, dynamic company. c. Encourage engineers to identify the gaps in their skills in relation to the lead position and improve upon those skills to prepare for a potential promotion. d. Train the leads to encourage the engineers to assess and communicate their needs and act -- pursue learning opportunities and set goals.
d. Train the leads to encourage the engineers to assess and communicate their needs and act -- pursue learning opportunities and set goals. Rationale: In this situation, you don't want to imply that the engineers only need to improve upon their skills to get a promotion, but you also don't want to stifle their ambition. The leads should work with the engineers to identify exactly what they need -- is it just more money? More recognition? More responsibility? More autonomy? Perhaps some of the needs can be met with a creative solution rather than a promotion.
When conducting market research for compensation studies, which is a best practice? a. Consider the job title and level of the position at other organizations. b. Contact other organizations directly for pay information as the information is more accurate. c. Leverage employee-reported salary figures through online tools. d. Utilize at least one market survey with aggregated salary information.
d. Utilize at least one market survey with aggregated salary information. Rationale: Organizations should not contact other organizations directly for specific compensation amounts as this may lead to antitrust violations. Also, job titles and levels can vary across organizations; the actual duties and responsibilities should be taken into account when determining the similarity of positions. Last, employee-reported salary amounts are not always accurate.