SHRM CP-Missed Test 1
Third-party contractors are best used for which types of activities? 1. Activities that require HR strategy 2. Activities that are not strategic 3.Activities that do not require conformance 4.Activities that require few resources
2. Activities that are not strategic HR activities that are not strategic but are resource-intensive or that require specialized expertise are the best applications for using third-party contractors.
What cultural layer is exemplified by the pasta dishes that are unique to Italy? Artifacts and products Norms and values Basic assumptions Implicit culture
Artifacts and products Culture has different layers. At its core are basic assumptions about the way the world works, referred to as implicit culture. The next layer is norms and values based on those assumptions (e.g., respect for elders). Artifacts and products are explicit culture, what we can perceive. This would include clothing, architecture, food, music, art, and so on. The pasta dishes that are unique to Italy fit into the artifacts and products cultural layer.
An HR manager receives a call from an employee who indicates that he feels harassed and needs to talk to someone immediately. The employee alleges that his supervisor treats him differently. The employee also accuses his supervisor of logging onto the employee's computer and making program changes and sending inappropriate messages to others. When HR asks for proof, the employee indicates that all evidence has been deleted by the supervisor. The employee also shares his belief that other employees, including the marketing manager, are trying to discredit him. The employee further accuses the supervisor of making sexual advances toward him. HR speaks with the supervisor, who reports that there have been problems with the employee for some time. There have been several warnings, and the employee's behavior is becoming more erratic. The supervisor wants to proceed with termination of the employee. The supervisor is concerned that if nothing happens she will see high-performing employees leave. The HR manager mentions the accusations of harassment. The supervisor angrily yells "This employee is crazy!" and storms out of the HR manager's office. The employee leaves work at the end of his shift, gets into a car accident, and sustains minor injuries that will cause several days of absence from work. As proof of temporary disability, the employee forwards the physician's notes. The notes, however, also refer to symptoms of mental illness. Three employees have now come forward indicating that if they are forced to work with the employee making the accusations, they will quit. What is the best first step the HR manager should take to prevent this from happening? Suggest that the employees provide written statements regarding their concerns. Agree with the employees and advise them that the employee making the accusations will be soon be terminated. Ask specific questions of the three employees to determine if investigating their concerns is warranted. Send the employees back to work, as the employees have no right to threaten that they will resign.
Ask specific questions of the three employees to determine if investigating their concerns is warranted. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
The company president comes to the HR director and expresses considerable concern about customer complaints of poor service. Although the customer service manager has been with the company for five years, she is new to supervising and leading staff. The president has heard rumors that the department is in total chaos and asks the HR director to visit the manager and find out what is happening in the department. The HR director visits the customer service department and speaks with the manager. The manager confesses to being overwhelmed with the employee relations issues in the department and admits to being intimidated by the nepotism that exists within the company. Employees answer an average of two calls per hour, but the industry standard is six per hour. The manager welcomes any assistance the HR director can provide. The department is not fully staffed. There is a vacant position, and the job has been posted for two weeks. Other company employees do not want to apply because of the employee relations issues in the department. An employee has posted a story about poor customer service at the company on a popular social media site which the employee says is typical of the company's attitude toward its customers and its employees. An HR staff member thinks the employee is publicizing proprietary information but the HR director is not sure. How should the HR director handle this situation? Send the matter to outside legal counsel. Fire the employee immediately, as breach of confidentiality is grounds for immediate termination. Document the breach in the employee's file. Ask the employee to discuss the situation in private.
Ask the employee to discuss the situation in private. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
How are perquisites generally characterized? Tangible payments provided to a broad group of employees Remuneration approach that is used to attract and retain workers Payments for the achievement of a specific goal or objective Goods or services provided on an individualized basis
Goods or services provided on an individualized basis Perquisites are compensation provided on an individual basis in the form of goods or services. Included in this category are company automobiles, club memberships, and the like.
The recruiting department is overwhelmed with requests to hire more employees for a 24-hour company call center. Recently, several recruiters and a number of long-time, high-level performers resigned to work for competitors for better pay. The remaining workforce feels that the work is tedious, the pay is low, the space is noisy, and there are no opportunities for advancement. A high-volume contract recruiter from a local search firm has been brought in to assist in hiring for the call center vacancies. The contract recruiter sets up a private office that doubles as an interview room and is given system access to all online search engines paid for by the company. The company is charged a finder's fee for each candidate that the call center manager interviews. The HR manager is alerted in casual conversation with the call center employees that the contract recruiter is the spouse of the call center manager and that several nonqualified candidates have been sent through the interview process at the company's expense. How might the HR manager quickly address compensation to assist with retention? Increase every employee's pay rate across the board. Award premium pay for evening, holiday, and long hours based on local regulations. Hire temporary workers to fill the gap in the short term. Outsource the entire call center to save costs to the business.
Award premium pay for evening, holiday, and long hours based on local regulations. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
What is the outcome of the arbitration process? Contract amendment Binding decision Mediated agreement Nonbinding decision
Binding decision Both parties willingly submit their differences to the arbitration process. The outcome is a decision that both sides have agreed to accept, not a recommendation.
Which method is initially used to resolve disputes regarding interpretation of a clause in a current union contract? Mediation Fact finding Collective bargaining Grievance procedures
Grievance procedures A collective bargaining agreement almost always includes a formal grievance procedure. This process provides an orderly way to resolve the inevitable differences of opinion in regard to the union contract.
The CEO of a manufacturing organization has multiple domestic locations and wants to expand operations to a new country, although the organization has no experience with manufacturing internationally or dealing with expatriate issues. The CEO decides to acquire a small manufacturing company in the new country. The acquired company has grown significantly in recent years and is struggling to deal with its growing pains. Also, many of the managers only have a few years of management experience. Cost savings are anticipated from acquisition, as it would allow for restructuring and resizing the workforce. Employees fear that these changes will cost many of them their jobs, including transitioning domestic jobs to the location in the new country. The VP of HR believes that a fully integrated workforce strategy, including leadership training design is needed. The HR manager in the new location has just resigned, and the VP of HR wants the position filled from the corporate office so that control and consistency is retained between the home country and the new location. Which action should HR take first that would allow for retention of the greatest number of employees? Collaborate with leaders to develop a customized approach to retention for each key employee Increase all employees' compensation so the organization will be a market leader in all locations Research Hofstede's value dimensions to appeal to the dimension of uncertainty avoidance Offer employees seniority-based incentives to remain until the acquisition is complete
Collaborate with leaders to develop a customized approach to retention for each key employee Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
A young learning and development specialist, having recently completed graduate studies in adult education and training, is hired into an HR department that has a strong history of management and employee training programs. For now, the specialist's assignment is to undertake scheduled revisions of specific elements in the learning and development system. The programs have been well-attended and well-received by the organization, so there has been little need to change the learning approach. The specialist soon realizes that, while the course content is well-designed, built on sound practices, and engaging for participants, it offers little support or direction for transferring learning to the job environment. It is missing a major opportunity for improving job performance. She also notes a lack of competency-based learning that can be used by participants and their managers as performance standards to make it easier to implement and assess learning and performance levels. The specialist would like to propose changes, but she is new to the company and the HR function. Her colleagues are older than she is and much more experienced. They have created or directed the curriculum that she wants to change. She notices that they smile condescendingly when she speaks at department meetings about her ideas. They seldom talk to her and have been rather harsh in their reviews of her initial projects. It is difficult for her to argue for change using actual data because the evaluation tools the department uses focus primarily on Kirkpatrick's Levels 1 and 2. How should the specialist deal with the scarcity of company-specific data to support her belief that the learning and development system should be improved? Present anecdotal data with examples about poor learning transfer from managers and supervisors. Compare the results of alternative and current evaluation methods for an upcoming program. Weigh past scores by the assessment level used and present that information as more accurate. Bypass the department supervisor and go directly to senior leadership to request the needed information.
Compare the results of alternative and current evaluation methods for an upcoming program. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
An HR director has been assigned to develop a program to support the opening of new retail stores. Which step in the ADDIE process identifies the behavioral results of the program? Design Assessment Evaluation Development
Design The design phase identifies the behaviors participants will practice at the end of the program. The goals state the purpose and intent of the program, while the objectives are the behavioral results expected from the program.
Which activity is part of the assessment and selection step of the global assignment process? Cross-cultural counseling Development of data-gathering instruments Preparation of the assignment plan Analysis of the costs versus the benefits
Development of data-gathering instruments Development of data-gathering instruments is critical because it will be used in to assess candidates according to the criteria the organization has chosen. The tools must be valid and reliable and produce consistent information for each candidate. Analysis of the costs versus the benefits occurs during the management and assignee selection step. Cross-cultural counseling is not necessary until the pre-departure preparation step.
Which is an essential aspect of alternative dispute resolution (ADR)? Review by peers Does not preclude litigation Requires external third party Use only in union environments
Does not preclude litigation ADR does not prevent disputes from winding up in court or in formal arbitration, but it can result in fewer cases going to trial. It is generally used in union-free organizations. While some ADR systems do include peer review, it is not a requirement. Similarly, some systems may bring in neutral third parties from outside the organization, but that is also not an ADR requirement.
Which occupation is considered nonexempt under the Fair Labor Standards Act? Human resource manager Insurance adjustor Salaried executive Electrician
Electrician Blue-collar workers, such as electricians, are considered nonexempt employees regardless of how highly they are compensated. Insurance adjustors who interview witnesses, make claim recommendations, and negotiate settlements are considered exempt employees, as are human resource managers who formulate, interpret, and implement employment policies. Salaried executives are also exempt, based on their job duties under the white-collar exemptions, which include executive, administrative, professional, or outside sales positions.
An organization has experienced significant turnover among its creative writers. During exit interviews, the writers have expressed dissatisfaction with rigid starting times, a lack of recognition for their work, and poor communication between managers and employees. How should the organization incorporate the social well-being aspect in its action plan to address the issue? Gauge the level of stress of the writers. Consider the overall health issues this has caused. Adjust the organizational culture to support these challenges. Establish a work/life program that allows flexibility.
Establish a work/life program that allows flexibility. The social aspect of employee well-being focuses on work relationships, work/life balance, equity, respect, and connectedness.
The creation of a global compensation and benefits strategy that ignores local differences in culture is most likely to occur in what global management approach? Ethnocentric Geocentric Regiocentric Polycentric
Ethnocentric In an ethnocentric approach, headquarters maintains tight control over international operations. Subsidiaries have little autonomy and key positions are held by headquarters personnel. A strong headquarters bias often blinds management to the subtleties of cross-cultural differences.
A young learning and development specialist, having recently completed graduate studies in adult education and training, is hired into an HR department that has a strong history of management and employee training programs. For now, the specialist's assignment is to undertake scheduled revisions of specific elements in the learning and development system. The programs have been well-attended and well-received by the organization, so there has been little need to change the learning approach. The specialist soon realizes that, while the course content is well-designed, built on sound practices, and engaging for participants, it offers little support or direction for transferring learning to the job environment. It is missing a major opportunity for improving job performance. She also notes a lack of competency-based learning that can be used by participants and their managers as performance standards to make it easier to implement and assess learning and performance levels. The specialist would like to propose changes, but she is new to the company and the HR function. Her colleagues are older than she is and much more experienced. They have created or directed the curriculum that she wants to change. She notices that they smile condescendingly when she speaks at department meetings about her ideas. They seldom talk to her and have been rather harsh in their reviews of her initial projects. It is difficult for her to argue for change using actual data because the evaluation tools the department uses focus primarily on Kirkpatrick's Levels 1 and 2. What should the specialist do in this situation? Disregard her colleagues' reactions and go straight to the HR head with her ideas. Present a separate proposal to the head of HR for a pilot test of a different training design. Wait until her colleagues get to know her better and develop trust in her professional opinions. Focus on developing relationships with HR's internal customers in this area, the functional managers.
Focus on developing relationships with HR's internal customers in this area, the functional managers. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
Which organizational structure is best described as being divided according to a linear process? Hybrid organization Functional organization Product organization Geographic organization
Functional Organization A functional organization is organized according to a linear process, for example, design, supplies, procurement, manufacturing, sales and marketing, distribution, and customer service.
An HR consultant receives a phone call from the CFO of a mid-sized family-owned manufacturing company. The CFO states that the company's turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. and exit interviews indicate that turnover is due to lack of training. The CFO doesn't understand this data, because all new employees participate in a one-day orientation and an onboarding program. The consultant further learns that the manager of the operations department has a reputation for being aggressive and direct. The manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the owners' family. The CFO admits that the manager can be difficult to deal with but nobody says anything because of the manager's strong relationship with the family. The CFO says that while morale is low in the department, the company hasn't conducted an employee survey in at least two years. The CFO asks the consultant for help in fixing the turnover problem. They discuss various options, including training, coaching, and an employee engagement survey. A minimal budget has been provided to determine which tasks are necessary and to complete them. The consultant agrees that turnover needs to be addressed quickly. Which are the initial actions they should take to determine the root cause? Interview executive staff about operations department results and the manager's performance. Privately speak to the family owners about their knowledge of the issues. Further analyze exit interview information for details about training deficiencies. Continue discussions with the CFO to further clarify comments about the manager's behaviors.
Further analyze exit interview information for details about training deficiencies. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
What do judgmental forecasting, trend and ratio analysis projections, and turnover analysis all assist an HR professional in predicting? Cost-benefit analyses Learning and development costs Marketplace conditions Future staffing needs
Future staffing needs Accurate forecasts account for movement into and inside the organization (new hires, promotions, and transfers) and out of the organization (resignations, layoffs, retirements, and discharges). Forecast approaches include a variety of quantitative and qualitative tools such as trend and ratio analyses, turnover analysis, judgmental forecasts, and statistical forecasts.
Which court case established the criteria for disparate impact? Ledbetter v. Goodyear Tire and Rubber Company Griggs v. Duke Power Phillips v. Martin Marietta Corp. National Federation of Independent Business v. Sebelius
Griggs v. Duke Power Griggs v. Duke Power recognized disparate impact and established that it is not necessarily enough to show a lack of discriminatory intent. Phillips v. Martin Marietta Corp. applied the sex discrimination provisions of Title VII to employment decisions. Ledbetter v. Goodyear Tire and Rubber Company involved sex discrimination in pay under Title VII. National Federation of Independent Business v. Sebelius considered two key PPACA provisions.
A successful beverage company controls key activities in its value chain in order to maintain uninterrupted production; this is the key to their profitability. Which actions should HR recommend managers focus on to assist in the organization creating value? Decentralizing decision making for greater efficiency Creating a strong research and development department Implementing a product knowledge training program Implementing cross-training and job rotation strategies
Implementing cross-training and job rotation strategies When a company executes a cost leadership or operational excellence strategy, from an HR perspective they should focus on implementing cross-training and job rotation strategies. The other options focus on differentiation through innovation or customer service. Decentralizing may or may not increase efficiency.
Which is an accurate statement about employment at-will? Most union contracts contain employment at-will clauses. Most contracts contain employment at-will clauses. It is uncommon in most parts of the world. Verbal contracts are generally sufficient.
It is uncommon in most parts of the world. Most countries reject the notion of at-will employment, so contracts generally are required, often within a set time frame from the point of hire. Verbal contracts may be accepted in some countries, but many require a written contract or written details of employment. Terms of employment vary greatly from country to country.
A large multinational organization is implementing an organization-wide diversity and inclusion initiative. Which practice will help the initiative succeed? Answers Research newest trends in diversity and inclusion, adopting them so the initiative does not need to change for an extended period of time. Implement the policy uniformally across the organization, ensuring that all employees are treated equally. Write the initiative in the most commonly used language, thereby avoiding errors in translation. Leave implementation to managers at the local and national levels, so the policy can be adjusted for local laws, norms, and traditions.
Leave implementation to managers at the local and national levels, so the policy can be adjusted for local laws, norms, and traditions. By leaving implementation to managers at local and national levels, the initiative will be flexible enough to be successful organization-wide. The initiative should be translated into as many languages as needed, to enhance understanding across the organization. Just because one language may be more commonly used does not mean that it will be widely or universally understood. Forcing the initiative to be implemented uniformally may result in the initiative violating laws in some localities or violating cultural norms, causing the initiative to be less effective. Regardless of how forward-thinking the policy is, it will necessarily have to change and adapt over time in order to continue to be successful.
The company president comes to the HR director and expresses considerable concern about customer complaints of poor service. Although the customer service manager has been with the company for five years, she is new to supervising and leading staff. The president has heard rumors that the department is in total chaos and asks the HR director to visit the manager and find out what is happening in the department. The HR director visits the customer service department and speaks with the manager. The manager confesses to being overwhelmed with the employee relations issues in the department and admits to being intimidated by the nepotism that exists within the company. Employees answer an average of two calls per hour, but the industry standard is six per hour. The manager welcomes any assistance the HR director can provide. The department is not fully staffed. There is a vacant position, and the job has been posted for two weeks. Other company employees do not want to apply because of the employee relations issues in the department. How should the HR director respond regarding the low number of calls per employee? Set a standard for the number of calls the representatives must answer in an hour based on industry standards. Encourage customer service representatives to take more calls per day to increase their productivity. Contact a local staffing agency and hire additional customer service representatives to fill gaps. Listen to calls to determine the nature of the calls and estimate the time needed to resolve the issue during each call.
Listen to calls to determine the nature of the calls and estimate the time needed to resolve the issue during each call. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
What skill could most improve an HR function's ability to manage change? 1. Mastery of complex communication means 2.Understanding of strategic implications 3.Evaluation 4.Knowledge of current job descriptions
Mastery of complex communication means Managing change requires all of the skills listed, but proficiency in communication is most important because it is key to involving the members of the organization in the change, engaging their support of the change, and initiating conversations that can improve the change initiative and increase employees' understanding of what is required for the success of the initiative.
Which is the best way to demonstrate the impact of an employee training and development initiative? Surveying employee attitudes toward the initiative Tying the initiative to employee survey results Monitoring social media activity related to the initiative Measuring change over the course of the initiative
Measuring change over the course of the initiative Effectiveness is demonstrated by conducting accurate analysis at the beginning of the initiative and measuring change over its course
A manager at a large company asks the HR director for assistance. An employee on the manager's team will soon undergo a gender transition, and plans to continue working during the transition. The employee is highly valued in the information technology department and is co-leading a project with a specialized consultant. The consultant is one of only two in the country who specialize in the area of the project. The manager indicates the consultant and other members of the team are aware of the employee's upcoming gender transition, and have expressed a high level of discomfort regarding the situation. The manager would like the HR director's advice. Which action should the HR director recommend to the manager regarding the employees who have expressed discomfort about the situation? Provide training to the team members who have expressed discomfort on how to interact with the employee during the transition. Schedule a team meeting so that the transitioning employee can answer the questions of the other team members. Meet with each employee who expressed discomfort individually to review the company's policy on diversity and inclusion. Encourage the transitioning employee to set up private meetings with each team member to talk about their concerns
Meet with each employee who expressed discomfort individually to review the company's policy on diversity and inclusion. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
The performance of the head of the IT department has been eroding in the past few years. The employee is no longer capable of meeting the minimum expectations of this role as result of not keeping current in his professional development. Management is struggling to hold the employee accountable while also keeping employee morale positive. There is also a concern that, if placed on a performance improvement plan or a documented coaching program, the employee would respond negatively and retaliate by wreaking havoc on the organization's IT infrastructure. The length of employment has allowed the employee to be protected from accountability in the past. Management has decided that the current situation is no longer tenable, but they also realize the precarious place they have put the organization in by failing to have sufficient safeguards in place to protect company assets. Management approaches the new HR generalist and asks what steps they can take to either create an environment where the IT manager can succeed or effectively manage the IT manager out of the organization. Prior to this discussion, the HR generalist was not aware of either the previous protections afforded to the employee or of the failure of management to hold the employee accountable. The HR generalist is concerned that management has tolerated this behavior for so long and wonders if there are other employees in the organization who have been similarly protected from being held accountable or being disciplined. The HR generalist realizes that two issues need to be addressed. The HR generalist realizes that there is the potential for other employees to have been shielded from accountability. Which action should the HR generalist take first to ensure that all employees are being treated equally? Meet with managers of the most tenured employees to ensure that shielding of tenured employees from accountability is not a prevalant practice. Send a formal e-mail to all staff informing them of the new accountability policy. Review with management that all employees need to be held to the same standard and that managers cannot shield employees from accountability. Have a company-wide meeting for all managers to review that they need to hold employees accountable.
Meet with managers of the most tenured employees to ensure that shielding of tenured employees from accountability is not a prevalant practice. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
A manager at a large company asks the HR director for assistance. An employee on the manager's team will soon undergo a gender transition, and plans to continue working during the transition. The employee is highly valued in the information technology department and is co-leading a project with a specialized consultant. The consultant is one of only two in the country who specialize in the area of the project. The manager indicates the consultant and other members of the team are aware of the employee's upcoming gender transition, and have expressed a high level of discomfort regarding the situation. The manager would like the HR director's advice. Citing religious reasons, the consultant refuses to acknowledge the employee's new gender and continues to reference the employee's previous gender. This has offended the employee and impacted the progress of the project. The manager would like the HR director's advice. Which action should the HR director take? Assign an employee to serve as a liaison between the consultant and the transitioning employee Meet with the consultant to discuss ways to observe religious beliefs without impacting the project Meet with the employee and the consultant to help them work out their differences of opinion Inform all team members that they have the right to practice their religion as they see fit
Meet with the consultant to discuss ways to observe religious beliefs without impacting the project Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
Which is a reason why an organization may be pushed into global expansion? Constant tariff fluctuations Need for greater strategic control Need for new customers Outward foreign investment potential
Need for new customers A need for new customers pushes an organization to expand geographically. Constant tariff fluctuations are a risk factor for global expansion. A need for greater strategic control might hold an organization back from expansion. Outward foreign investment potential is a factor that pulls an organization into expansion.
To encourage a move away from identity groups to a more conceptual perspective of diversity, Gardenswartz and Rowe discuss what four dimensions of diversity? Global, national, community, and family Society, community, family, and character traits Gender, race, ethnicity, and religion Organizational, external, internal, and personality
Organizational, external, internal, and personality To fully benefit from diversity and inclusion, organizations increasingly seek diversity on multiple dimensions of an individual. While recognizing the specific needs of identity groups, Gardenswartz and Rowe describe four layers of diversity: organizational, external, internal, and personality. This model highlights that all employees are multidimensional and individuals are more complex than their visible identities might suggest.
The performance of the head of the IT department has been eroding in the past few years. The employee is no longer capable of meeting the minimum expectations of this role as result of not keeping current in his professional development. Management is struggling to hold the employee accountable while also keeping employee morale positive. There is also a concern that, if placed on a performance improvement plan or a documented coaching program, the employee would respond negatively and retaliate by wreaking havoc on the organization's IT infrastructure. The length of employment has allowed the employee to be protected from accountability in the past. Management has decided that the current situation is no longer tenable, but they also realize the precarious place they have put the organization in by failing to have sufficient safeguards in place to protect company assets. Management approaches the new HR generalist and asks what steps they can take to either create an environment where the IT manager can succeed or effectively manage the IT manager out of the organization. Prior to this discussion, the HR generalist was not aware of either the previous protections afforded to the employee or of the failure of management to hold the employee accountable. The HR generalist is concerned that management has tolerated this behavior for so long and wonders if there are other employees in the organization who have been similarly protected from being held accountable or being disciplined. The HR generalist realizes that two issues need to be addressed. The HR generalist wants to ensure that employees are held accountable but also that they are set up for success. How can the HR generalist help make certain this happens? Partner with management to make certain that employees are aware of additional training resources available. Review with management the importance of performance evaluations and how they set the expectations for success. Concentrate on accountability since that has been such a major issue and let managers focus on the success of the employees. Ask managers if they feel that job descriptions are accurate or if they need to be reviewed and revised.
Partner with management to make certain that employees are aware of additional training resources available. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
Performance improvement involves accurately identifying sources of unacceptable outcomes and intervening to create effective practices. Impractical or outdated procedures are an example of which type of performance problem? Cultural Cognitive Process-related Technological
Process Related Impractical or outdated procedures interfere with process efficiencies. Therefore, these procedures should be evaluated and process improvement strategies should be implemented.
What pay system ties pay to the volume of the work performed by the individual? Productivity-based Time-based step-rate Person-based Performance-based
Productivity-based A productivity-based system rewards quantity of work, and outputs are accurately measured. This system may sacrifice quality without careful supervision. It may also lead to inflexibility in the workforce because employees may want to stay in the job where they can earn the most rather than move to a more-challenging job.
HR has been approached by a manager in a host country stating that activities being conducted by an employee are different than those in the home country and must be unethical. What should HR advise as the first step for this manager? Advise the manager to inform the employee that the activities must stop immediately. Advise the manager to conduct an investigation to determine if the activities are unethical. Advise the manager that since he believes the activities are unethical the employee should be fired immediately. Remind the manager that just because the activities are being conducted differently does not mean that they are unethical.
Remind the manager that just because the activities are being conducted differently does not mean that they are unethical. The manager should be reminded that just because the activities are being conducted differently does not mean that they are unethical. Conducting an investigation would be the next step. Depending on the outcome of the investigation, the employee may be told to stop the activity and or be fired.
The HR director and the CEO of a mid-sized company each receive a letter from an employee that accuses a company executive of bullying, misrepresenting funds, and openly criticizing other executives during conversations with lower-level employees. The letter states that the employee has chosen to remain anonymous because the employee mistrusts the HR department and fears retaliation. Which step should the HR director take first to address the accusations in this letter? Review the executive's personnel file for information that suggests that a pattern of behavior exists. Place the executive on paid leave to prevent further issues while the accusations are being investigated. Ask the CEO to conduct an investigation because of the conflict of interest if the HR director handles it. Call together this executive's direct reports to ask for opinions regarding the issues outlined in the letter.
Review the executive's personnel file for information that suggests that a pattern of behavior exists. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
A global consulting firm hires a director of business development from outside the organization, much to the disappointment of one of the managers in the department who also applied for the position. This manager complains bitterly about the decision to go outside of the firm, and continues to exhibit disruptive and angry behavior. The manager feels unfairly treated and believes the newly hired director has less experience. Two months later, the new director of business development has made changes that most of the team are quite excited about. Unfortunately, this does not include the disappointed manager. This manager openly criticizes the director's ideas, even escalating this criticism to the CEO. The disappointed manager comes to HR to discuss options in the company. The new director has also come separately to HR regarding the continued hostility from this manager and also about a new employee on the global sales team, who tends to be introverted and does not interact with the rest of the team. The new sales employee has no problems with attaining sales goals, but the director does not see them as a "team player" and asks the HR manager for assistance with how best to deal with both of these situations. What should HR recommend as the best approach for the director to take in regard to the sales employees lack of interaction with the rest of the team? Isolate the sales employee to prevent any distractions, so they can concentrate on contacting new and existing clients. Spend time with the sales employee, interacting the same way they do with all the other team members. HR should talk privately and candidly with the sales employee and explain how their behaviors are impacting the department. Hold an optional off-site team-building activity inviting the entire team to get to know the sales employee better.
Spend time with the sales employee, interacting the same way they do with all the other team members. Situational judgment tests (SJTs) require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
An organization has four generations working side-by-side in the workplace. Which practice could alleviate management concerns that intergenerational tensions and a lack of camaraderie could undermine organizational success? Succession planning Sustainability initiatives Flexible workplace Preventive health-care and wellness programs
Succession planning Organizational success often depends on contributions from employees of all ages and the open sharing of knowledge and experience that will help prepare future organizational leaders. Succession planning can promote productive relationships, employee motivation, collaboration, and leadership development.
Two team members continually disagree about project decisions impacting work duties and tasks. The team leader meets with the employee relations (ER) director to seek advice on the best course of action to resolve this situation. Which is the best conflict management approach for the ER director to recommend? Suggest that the team leader meet with both employees and mediate a mutually acceptable solution. Have each employee document all disagreements in writing and submit them to the team leader for resolution. Schedule the employees to meet with the ER director, who will arbitrate a resolution for them. Advise the employees that these disagreements are disruptive to productivity and they must stop immediately.
Suggest that the team leader meet with both employees and mediate a mutually acceptable solution. It is important to reach a lasting resolution to this conflict since it may damage team productivity. The ER director will recommend collaboration, a conflict resolution technique that encourages both sides to share their objectives and find a solution that satisfies both sides' objectives.
Which is a good practice for implementing a code of conduct? Consider the code of conduct to be a living document, and revise it frequently, as needed. Use the organization's statement of values as the basis for the components of the code of conduct. Consult the codes of conduct of organizations of similar size as guides in content for the code. Talk with members of the organization to better understand ethical challenges and compliance requirements.
Talk with members of the organization to better understand ethical challenges and compliance requirements. Because a code of conduct must address the risks and compliance requirements specific to an organization, it is a good practice to include discussions with a broad representation of the organization's members before drafting a code. While the organization's values are considered in drafting the code, they are not the basis of the code. While the code must be reviewed regularly, constantly revising it can lead to employees' not knowing the ethical mandates.
What important action takes place at the end of Lewin's change management model? A vision of the future is communicated. The change is made a permanent part of the organization's policies or processes. Employees are motivated to accept the change. Employee input on change is sought.
The change is made a permanent part of the organization's policies or processes. The final phase of Lewin's change management model is refreezing, or making the change a permanent part of the organization's processes or culture. For example, a new process becomes a standard operating procedure, or changes in roles and responsibilities are incorporated into permanent job descriptions. The change process begins with describing the vision the change will help bring about and the benefits the organization will receive. Then two-way communication begins, soliciting employee comments and providing frequent feedback and status reports. This engagement helps motivate employees to accept the change and participate in implementing it.
What is the impact that a service level agreement has when an organization moves from licensing software to software as a service (SaaS)? The organization will need to provide real-time monitoring only after the installation. It does not define concerns over users' pay-per-use. It eliminates the need for clarification on who is the customer and who is the client. The organization will not need to implement or customize software.
The organization will not need to implement or customize software. The migration from the licensing of a product to subscribing for a service is often handled through a service level agreement (SLA). SLAs formally define service expectations and terms. Real-time monitoring service levels are addressed as well as customer versus client concerns. The client does not need to install or customize software; both are done by the vendor.
What is meant by the sustainability sweet spot? The point at which a sustainable initiative's investment is surpassed by its economic benefits The point at which management, employees, and the community agree on goals The overlapping area of the triple bottom line perspectives The ability of an initiative to improve an organization's brand as an employer of choice
The overlapping area of the triple bottom line perspectives The sustainability sweet spot includes actions that satisfy all three of the needs in the triple bottom line: benefits to the environment (or planet); employees, customers, or neighbors (people); and the organization's financial health (profit).
Which should organizations ensure when considering the use of international translation services? Focusing on the lower echelon of employees at international sites Determining whether they can handle translation services internally Understanding and capability beyond just the translation of words Reflecting the language being translated appropriately to local languages
Understanding and capability beyond just the translation of words It is crucial to both translate and localize words from one language to the next. If just the words are translated, significant misunderstandings may occur due to different cultural interpretations.
Which of the four branches of emotional intelligence is described as the ability to capitalize on feelings to promote and inform decision making, problem solving, and other cognitive activities? Understanding emotion Using emotion to facilitate thought Regulating emotion Perceiving emotion
Using emotion to facilitate thought There are four branches of emotional intelligence: perceiving, using, understanding, and regulating emotion. When individuals use emotion, they are able to recognize emotional states, estimate the emotions' probable effect on activities, and use that knowledge to make better decisions. For example, a leader might use his or her own sense of discouragement to check in on a team's state of mind and perhaps schedule a motivational event.
An HR Specialist is analyzing salary survey data for the same position across multiple, similarly sized locations to produce an average salary. Which measure will be most useful? Unweighted mean Median Mode Weighted mean
Weighted mean A weighted mean is more informative because it can take into account different costs of living in each location. A weighted mean in this case would divide the sum of salaries at each location multiplied by the cost-of-living factor for that location by the number of sites. An unweighted mean would sum the wages in all locations and divide by the number of employees. The average salary for the two methods could look very different, depending on the variation in the cost of living. A median salary would be a salary equidistant from the highest and lowest salaries; this would not reflect differences in the cost of living. A mode would be the salary that appears most often in the range; in addition to the cost-of-living issue, the mode could be affected by differences in tenure-for example, a tenured workforce with many employees at the top of the salary range for that position.