SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 991:

  The HR Director has proposed to the C-suite that as the company has made a strategic shift from a hierarchal structure to a flat structure, the number of employee that report to a supervisor will have to be increased mainly because information technology has made it easy to manage several middle management tasks. The HR Director's proposal is centered on?

  A. Employee engagement
  B. Broadbanding
  C. Lean organization model
  D. Span of control
  D. Span of control

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  Span of control means the manageable number of subordinates for a supervisor. "Span of control," also known as management ratio, refers to the number of subordinates controlled directly by a manager. For example, a manager with five direct reports has a span of control of five.

• Question 992:

  An organization is facing a deadline on a contract with a major customer. HR is aware that an agreement with one of the unions representing employees is due for negotiation. How might the organization's budget be affected?

  A. The budget should include hiring costs for temporary workers.
  B. The organization should budget for more overtime.
  C. The organization must prepare for concessions during collective bargaining agreement negotiations.
  D. The situations will have no effect on workforce needs and no effect on the budget
  A. The budget should include hiring costs for temporary workers.

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  Contract negotiations could take time, and the organization's deadline on an important contract may mean that the organization will have to budget for recruiting, hiring, and training temporary workers. Budgeting for overtime will not help if a labor agreement is not in place. The situation does not necessitate concessions if other solutions can be found.

• Question 993:

  Which of the following is true about the OECD Guidelines?

  A. Compliance with the regulations of the guidelines is obligatory.
  B. An informal framework exists to ensure adherence to the guidelines.
  C. Each adherent to the guidelines sets up an agency called the "national contact point."
  D. There are UN sanctions and penalties for violations of the guidelines.
  C. Each adherent to the guidelines sets up an agency called the "national contact point."

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  Each adhering country to the OECD Guidelines has to set up a National Contact Point (NCP), an entity responsible for the promotion of the Guidelines on a national level.

• Question 994:

  The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.

  The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.

  Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls. How can the CHRO help the HCS handle the problems he is facing with the "problem employees"?

  A. Develop and implement policies and procedures on anti-nepotism specifically for the customer service department.
  B. Provide anonymous channels through which employees and supervisors can voice their concern on nepotism to company stakeholders.
  C. Create a corporate focus group to identify the problem employees, discuss nepotism concerns, and pinpoint productivity problems.
  D. Discuss with the CEO on solutions to the nepotism concerns and provide the HCS with coaching resources on employee relations.
  D. Discuss with the CEO on solutions to the nepotism concerns and provide the HCS with coaching resources on employee relations.

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  HR functions as a personnel management expert by communicating with the CEO on nepotism concerns, and providing coaching resources for the HCS on employee relations - to aid him in productively handling the problems in the department. Note that policies should apply to the entire organization and not just the customer service function. The correct answer here is finding a solution, not identifying a known problem.

• Question 995:

  Who must begin the process of creating an ethical environment?

  A. High potential employees
  B. Organization's leaders
  C. Organization's stakeholders
  D. Line functional leaders
  B. Organization's leaders

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  The organization's leaders have a principal role to play in creating and sustaining an ethical environment.

• Question 996:

  Which element of a business case includes substantial information regarding skills, budgeting, and performance that contribute to the business problem?

  A. Current process
  B. Background
  C. Additional considerations
  D. Problem statement
  B. Background

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  The background section lays out the context for the issue - including relevant skills, budget allocations, and performance metrics - that contribute to understanding the business problem.

• Question 997:

  Direct costs:

  A. should be included in the calculation of return on investment, while indirect costs should not
  B. include costs of not doing the training
  C. include salaries and benefits of employees involved in training, equipment and travel costs.
  D. are compared to indirect costs to determine return on investment
  C. include salaries and benefits of employees involved in training, equipment and travel costs.

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  A direct cost is a cost that can be directly tied to the production of specific goods or services while indirect costs are more difficult to assign to a specific product. Examples of indirect costs include depreciation and administrative expenses.

• Question 998:

  An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.

  News about the layoffs is mistakenly revealed before an official announcement is made, leaving the employees feeling betrayed and distrustful of HR. At the upcoming all-employee meeting, what should the HR director focus on to rebuild employee trust?

  A. Explaining the change in the business's strategic direction that led to the decision to initiate layoffs.
  B. Admitting that a mistake was made and that communicating layoffs was supposed to be done differently.
  C. Explaining the best parts of the severance package that will be offered to the employees who are laid off.
  D. Assuring the employees that regular updates about the layoffs will be provided in the future.
  B. Admitting that a mistake was made and that communicating layoffs was supposed to be done differently.

• Question 999:

  An HR director has joined a technology company that has a flat structure and relies on highly focused project teams with highly competent members who work in a collaborative and supportive way. The HR department reflects this structure and culture. The HR director came from a manufacturing business known for its ability to standardize processes for greater efficiency. The HR director was very successful in his previous organization but is struggling to connect with and lead his new HR team. What might explain his difficulty?

  A. The director has not received sufficient support from the company's senior leadership.
  B. The organization's culture resists outsiders, and the director must be more patient.
  C. The director has always used legitimate power to lead his teams, and this team doesn't see leadership in this way
  D. It is apparent to the HR team that the HR director lacks technical expertise (expert power) in the organization's business.
  C. The director has always used legitimate power to lead his teams, and this team doesn't see leadership in this way

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  The scenario suggests that the problem may be a leadership style that was effective in one organizational culture but ineffective in another. In the manufacturing environment known for standardization, the leader may rely on legitimate power that comes from position and title. In the new organization, teams may respond better if leaders use referent power, acknowledging the team members' preferences for collaborative and autonomous conditions.

• Question 1000:

  __________ is established as an independent department that provides expert services within a focused area to internal clients:

  A. Centers of excellence.
  B. Autonomous HR.
  C. Dedicated HR.
  D. Best of breed model.
  A. Centers of excellence.

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  A center of excellence is established as an independent department that provides expertise and services within a focused area to internal clients.A Center of Excellence (CoE) is a body in an organization that works across Business Units (BUs) or product lines within a BU and has a leading-edge knowledge and competency in that area. It is comprised of highly-skilled individuals and experts, who disseminate knowledge in an organization and share best practices.