SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 11:

  A union argues that a new customer service area for networking software systems should be folded into an existing unit that contains employees involved in assembling computer peripherals, since they are in the same facility and have roughly similar wage structures. The company argues that these new employees are not involved in the peripherals business. How is the NLRB likely to rule on the bargaining unit composition?

  A. The NLRB will probably not include the new employees but approve the creation of a separate unit.
  B. The NLRB will probably include them since they are in the same facility.
  C. The NLRB will probably include them because of the similarity in wages.
  D. The NLRB will probably not include the new employees in the existing bargaining unit
  D. The NLRB will probably not include the new employees in the existing bargaining unit

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  The NLRB considers community of interests, geographical and physical proximity, employer's administrative or territorial divisions, functional integration, interchange of employees, bargaining history in determining bargaining units. In this case, the new employees are not functionally integrated with the existing bargaining unit. A new bargaining unit cannot be created without an election.

• Question 12:

  An organization is collaborating with a Mexican company for software development services. According to the change process theory, which of the following is indicative of the refreezing stage?

  A. Employees work in conjunction with the service provider in Mexico
  B. Employees give upward feedback on the general service level of Mexico
  C. Employee survey indicates disinterest in the change leading to an increase in turnover
  D. Communication to the employees on the processes being carried out.
  A. Employees work in conjunction with the service provider in Mexico

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  Kurt Lewin developed a change model involving three steps: unfreezing (getting ready to change), changing (transition is the inner movement or journey we make in reaction to a change), and refreezing (establishing stability once the changes have been made). The refreezing stage takes place when employees work in conjunction with the Mexican company.

• Question 13:

  Which of the following employees would be categorized as a non-exempt employee?

  A. A manager at an auto mechanic shop who spends approximately 20% of his/her time always working on cars
  B. An accountant who spends 70% of the time working on tax preparation for clients
  C. An inside salesperson who spends 60% of the time performing contract administration
  D. A purchasing agent who spends 60% of the time evaluating and then making purchases from vendors' proposals
  C. An inside salesperson who spends 60% of the time performing contract administration

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  Note that the employee in option C is an inside salesperson and performs basic administrative tasks (not an outside sales exemption). FLSA provides an exemption from both minimum wage and overtime pay for employees employed as bona fide executive, administrative, professional and outside sales employees. To qualify for exemption, employees generally must meet certain tests regarding their job duties and be paid on a salary basis at not less than $684 per week. Job titles do not determine exempt status. In order for an exemption to apply, an employee's specific job duties and salary must meet all the requirements. Outside Sales Exemption - To qualify for the outside sales employee exemption, all of the following tests must be met: The employee's primary duty must be making sales (as defined in the FLSA), or obtaining orders or contracts for services or for the use of facilities for which a consideration will be paid by the client or customer; and the employee must be customarily and regularly engaged away from the employer's place or places of business. The salary requirements of the regulation do not apply to the outside sales exemption.

• Question 14:

  A cross-functional committee of Human Resources, Finance and Marketing is developing a program to better serve their internal customers. The committee first creates a list of goals and objectives to ensure success. Next, the committee leader allocates specific tasks to the team members to accomplish. The committee leader is engaged in?

  A. Controlling.
  B. Leading.
  C. Planning.
  D. Organizing.
  D. Organizing.

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  Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. Organizing includes organization design, staffing, and organizational culture. The committee first engaged in planning by creating a list of goals but the leader engaged in organizing by allocating human resources to tasks that will ensure program success.

• Question 15:

  What must be shown to upper management in order to make an effective business case?

  A. The impact of undertaking the project on strategic goals
  B. Justification for undertaking the project
  C. The cost effectiveness of undertaking the project
  D. Detailed description of the risks and benefits of undertaking the project
  A. The impact of undertaking the project on strategic goals

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  A business case provides justification for undertaking a project, program or portfolio. It evaluates the benefit, cost and risk of alternative options and provides a rationale for the preferred solution. HR has to clearly show executive management how the undertaking for which a business case has been prepared positively impacts strategic goals.

• Question 16:

  A small company in the energy industry has a policy that states that employees who work overtime hours will be compensated with leave rather than with cash. Due to the nature of the industry, overtime work is common for employees who work in departments within the company's core areas of operations. Employees throughout the company have been unhappy with this policy for many years but have remained willing to work overtime hours when asked. However, managers are becoming increasingly reluctant to approve the leave that employees have earned because it leads to staffing shortages. As a result, more and more employees are refusing to work overtime hours. Senior leaders ask the company's HR business partner (HRBP) to investigate the problem further and to provide a solution. Senior leaders accept a recommendation from the HRBP to amend the current overtime policy to provide overtime pay to employees in the core areas of operations. Because they work so little overtime, no change is recommended for employees in the administrative areas.

  The administrative employees complain that the new policy is unfair. What should the HRBP do?

  A. Tell the administrative employees that they should document their grievances in writing so that HR can formally present their complaints to the company's senior leaders
  B. Meet with administrative employees to address their concerns and explain the rationale behind the business decision.
  C. Invite administrative employees to discuss their concerns with HR.
  D. Conduct a salary review for administrative staff to ensure they are being paid competitively.
  B. Meet with administrative employees to address their concerns and explain the rationale behind the business decision.

• Question 17:

  A structure that combines elements of functional, product, and geographic structures is called:

  A. Best of breed model
  B. Dedicated model
  C. Hybrid model
  D. Shared services
  C. Hybrid model

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  The Hybrid structure combines elements of functional, product, and geographic structures. It is an organizational model that combines two or more reporting structures, usually functional and product.

• Question 18:

  Ann a HR professional first determines what competencies exist in the workforce, then she compares this to the competencies required to achieve the business's strategic goals, then she proceeds to determine hard-to-find skills. Ann is most likely engaged in?

  A. Gap analysis
  B. Environmental scanning
  C. Forecasting
  D. Feasibility study
  A. Gap analysis

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  Ann is engaged in a gap analysis which involves understanding the gaps between workforce demand and supply and to define top priority gaps with the greatest impact on organizational performance. It is a fundamental tool in workforce planning.

• Question 19:

  Why should an organization measure the retention rates of high-potential employees?

  A. So action can be taken to compensate high performers
  B. So strategies can be pursued to keep targeted future leaders
  C. To increase transparency about succession plans
  D. So a need for more communication from leadership may be highlighted
  B. So strategies can be pursued to keep targeted future leaders

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  Measurement and evaluation of a talent management program supports the organization's efforts to maintain a high-performance workforce. High-potential employees are the future leaders in the organization. When we understand the level of turnover and reasons for losing high-potential employees, we can pursue strategies (i.e. developmental activities, career progression paths) to retain our high- potential employees.

• Question 20:

  A company is looking to launch an employee volunteer program as a creative recruiting tool. Which benefit should the HR director stress when creating a business case for this program?

  A. Goodwill
  B. Present benefits
  C. Future benefits
  D. Philanthropy
  B. Present benefits