SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 101:

  An HR leader meets frequently with the operations head to discuss staffing needs. They meet in the operations head's office, where they are frequently interrupted by operations supervisors with needs they insist are urgent. The HR leader needs the operations head to understand aspects of the labor market that will be affecting recruiting strategies. What obstacle must the HR leader overcome?

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

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  The HR leader must persuade the head of operations to move the meeting to a setting that will eliminate the constant interruptions, which have become a source of "noise" in the communication loop. The noise interferes with the ability of the HR leader to confirm the head of operation's understanding and with the head of operations' ability to decode the message from HR.

• Question 102:

  Which of the following performance appraisal methods will most likely utilize inter-rater reliability?

  A. Critical Incident
  B. 360-degree appraisal
  C. Behavioral Anchored Rating Scale
  D. Field Review
  B. 360-degree appraisal

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  A 360-degree appraisal (also known as multi-rater feedback), is a process through which feedback from an employee's subordinates, colleagues, supervisor, and a self-evaluation by the employee themselves is gathered.It utilizes inter-rater reliability.

• Question 103:

  An organization is responsible to many different entities. In order to meet the demands of these groups, the organization must engage in stakeholder management. Stakeholder management is necessary because:

  A. stakeholders are second in importance to the stockholders.
  B. all stakeholders receive financial rewards.
  C. stakeholder groups often have goals that potentially conflict with those of other stakeholder groups.
  D. stakeholders and managers inevitably work at cross-purposes.
  C. stakeholder groups often have goals that potentially conflict with those of other stakeholder groups.

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  Stakeholder management is the process by which you organize, monitor and improve your relationships with your stakeholders. It involves systematically identifying stakeholders; analyzing their needs and expectations; and planning and implementing various tasks to engage with them

• Question 104:

  The Lackey corporation has suffered a bad reputation in the social media for engaging a cost-effective supplier who has been cited severally for child labor violations and unsafe practices in its factories. To reduce its reputational risk, which certification should the Lackey corporation seek from its suppliers?

  A. UN Global Compact
  B. ISO 26000
  C. SA8000
  D. OECD Guidelines
  C. SA8000

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  The SA8000 Standard is the leading social certification standard for factories and organizations across the globe. It was established by Social Accountability International in 1997 and helps certified organizations demonstrate their dedication to the fair treatment of workers.SA8000 measures social performance in eight areas important to social accountability in workplaces, anchored by a management system element that drives continuous improvement. It employs a rigorous approach to ensure the highest quality of social compliance in business supply chains and enables companies develop and improve social accountability across their operations. Note that SA8000 is the only certification listed in the options.

• Question 105:

  Which action is characteristic of constructive discipline?

  A. Employers must deliver written notice at each step
  B. Employees may be terminated without warning
  C. Employees are given multiple chances to modify their behavior.
  D. Dissimilar subsequent violations must be treated individually
  C. Employees are given multiple chances to modify their behavior.

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  The formal constructive discipline process may include a verbal reprimand, a written reprimand, suspension, and termination of employment. Constructive discipline takes a step approach that allows employees one or more chances to change their behavior. Systems may vary in terms of using written or oral warnings and in the number of steps and the time windows for each step according to a number of factors, including the severity of the behavior, as long as similar cases are handled in a consistent manner. There is no rule for treating subsequent infractions. In some organizations, the offense triggers the next disciplinary step even if the offense is different from the initial issue.

• Question 106:

  A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.

  The philanthropy department director confides in the HRBP that behavioral issues with specific employees have not been addressed because the director prefers to avoid interpersonal confrontation. Which action should the HRBP take?

  A. Counsel the director on strategies for establishing effective interpersonal interactions with employees.
  B. Ask the operations VP to approve a leadership development program for the leadership team.
  C. Gather peer feedback anonymously to help the director identify the causes of poor working relationships among employees.
  D. Suggest that the director deliver the feedback in a written format.
  A. Counsel the director on strategies for establishing effective interpersonal interactions with employees.

• Question 107:

  An organization has had difficulty sustaining its diversity and inclusion effort during economic downturns and has experienced resistance from managers and employees alike. What might be recommended to help this organization?

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

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

• Question 108:

  The Crop multinational company operates in over 7 countries in 3 continents. Their international strategy involves not aligning with any of the host countries, but operating the business across countries to gain efficiencies. The Crop company most likely uses a ?

  A. International strategy.
  B. Transnational strategy.
  C. Global Strategy.
  D. Multinational strategy.
  C. Global Strategy.

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  A global strategy is designed to increase efficiencies by enabling the firm to take advantage of specialization and locational advantages.A firm using a global strategy sacrifices responsiveness to local requirements within each of its markets in favor of emphasizing efficiency. This strategy is the complete opposite of a multidomestic strategy. Some minor modifications to products and services may be made in various markets, but a global strategy stresses the need to gain economies of scale by offering essentially the same products or services in each market.Microsoft, for example, offers the same software programs around the world but adjusts the programs (in production) to match local languages.

• Question 109:

  At a company with over 1,000 employees, the HR director discovers that questions being asked during job interviews are unstandardized and illegal in that country. Even though the HR team has posted a list of prohibited interview questions, employees ranging from first-line supervisors to the CEO still engage in this interview behavior, putting the organization at risk for lawsuits. In some cases, interviewers have asked if candidates have children because they believe that employees who are parents are less efficient at their jobs. The HR director instructs the HR team to remind employees, including senior leaders, that certain interview questions are prohibited and should be irrelevant to evaluating candidates' qualifications.

  However, employees continue to break interview protocol and ask candidates illegal questions. Which approach should the HR director take first to communicate with employees about legal interview protocol?

  A. Remind employees continuously not to ask prohibited questions.
  B. Describe the legal consequences of asking prohibited questions.
  C. Inform employees' direct supervisors of interview violations.
  D. Suggest the CEO announce serious consequences for violating interview protocol.
  B. Describe the legal consequences of asking prohibited questions.

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  Outlining the potential legal liabilities makes the risks concrete and compels compliance more effectively than generic reminders or top-down threats.

• Question 110:

  The Gantt chart visually demonstrates when tasks are to be completed and compares that to:

  A. Customer demands and recommendations
  B. Resource usage and depletion
  C. The project manager's estimates of completion
  D. Actual progress on each tasks
  D. Actual progress on each tasks

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  A Gantt chart is a timeline that is used as a project management tool to illustrate how the project will run. An employee can view individual tasks, their durations, the sequencing of these tasks, the overall timeline of the project and the expected completion date.