SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 351:

  What is a strategic advantage of having a code of ethics?

  A. Compliance with the Sarbanes-Oxley Act
  B. Stakeholder accountability
  C. Corporate social responsibility
  D. Increased market share
  D. Increased market share

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  Customers are more likely to purchase and stay loyal to companies they feel they can trust. Note that a strategic advantage refers to high-level corporate benefits that exert a decisive influence on an organization's likelihood for current and future competitive success.

• Question 352:

  An organization with multiple subsidiaries has decided to engage in a robust divestiture exercise by selling off poor-performing subsidiaries. What information should the HR leader provide to leadership in this phase?

  A. Employee count for the subsidiaries inclusive of current roles and remuneration
  B. The feasibility study of the organizational structure and workforce planning of each subsidiary
  C. A comparison of the turnover data for the subsidiaries as compared to the organization
  D. Recommendations for potential buyers based on HR expertise in the industry
  A. Employee count for the subsidiaries inclusive of current roles and remuneration

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  The human resources and economic value of the workforce that has been selected for divestiture is useful information that HR can provide as the organization is considering target buyers. A total head count along with the current compensation of each employee will be needed.

• Question 353:

  The hiring practices of a company include fully screening prospective employees prior to a job offer, which is then unconditional. A new HR manager wants to instead begin extending conditional offers. Which reason best illustrates an advantage of extending conditional offers from the company's perspective?

  A. A conditional job offer shows greater interest by the company.
  B. A candidate can be onboarded more quickly when a conditional offer is extended.
  C. Extending a conditional offer shows interest in the candidate more quickly.
  D. There is immunity from a discrimination standpoint when a conditional offer is withdrawn.
  B. A candidate can be onboarded more quickly when a conditional offer is extended.

• Question 354:

  Which of the following is a major cause for loss of explicit and tacit knowledge?

  A. Creating chief information officer (CIO) and chief learning officer (CLO) positions.
  B. Requiring employees to give presentations to other employees.
  C. Older employees retiring.
  D. Use of social networking sites in companies.
  C. Older employees retiring.

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  Explicit knowledge is easily documented and communicated. This knowledge can take the form of step- by-step instructions, concrete answers to frequently asked questions, records of customer interactions, etc. Tacit knowledge refers to the knowledge, skills, and abilities an individual gains through experience that is often difficult to put into words or communicate.

• Question 355:

  Which action establishes the foundation of a substance-free workplace program?

  A. Conducting substance use testing
  B. Providing supervisor training
  C. Adopting a formal written policy
  D. Offering an employee assistance program
  C. Adopting a formal written policy

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  A formal written policy provides the essential framework by clearly defining expectations, procedures, and responsibilities, forming the foundation of a substance-free workplace program.

• Question 356:

  Which of the following is inaccurate regarding leading and lagging indicators in business?

  A. leading indicators are linked to objectives while lagging indicators are linked to return on investments
  B. leading indicators are retrospective while lagging indicators are predictive
  C. leading indicators are challenging to measure while lagging indicators are easily measurable
  D. leading indicators utilize safety control systems while lagging indicators utilize safety incident rates
  B. leading indicators are retrospective while lagging indicators are predictive

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  Leading indicators are typically input oriented, predictive, hard to measure and easy to influence while lagging indicators are typically "output" oriented, easy to measure but hard to improve or influence. The difference between the two is a leading indicator can influence change and a lagging indicator can only record what has happened.

• Question 357:

  At an organization positioned for substantial growth, the HR leader is evaluating whether to outsource several HR functions. Which question should the HR leader first consider in the evaluation process?

  A. Will the vendor provide consistent service and ensure regulatory obligations are met?
  B. Could the transition to outsourcing create substantial disruption of work on current projects?
  C. How could outsourcing help the organization best manage HR service delivery levels?
  D. Will the cost of outsourcing HR functions provide a measurable return to the bottom line?
  A. Will the vendor provide consistent service and ensure regulatory obligations are met?

• Question 358:

  The following organizations have implemented a variety of change initiatives. Which of the following organization's created a reactive change initiative?

  A. The Rim organization anticipates a reduction in unemployment rates and begins to automate its administrative processes
  B. The Crow organization lowers the prices of its grocery products based on an influx of low-price grocery stores
  C. Introduction of a new employee benefit scheme based on a HR survey that indicates a strong correlation between employee motivation and increased benefit
  D. An organization outsources its customer service function in a bid to focus on its core function of product design and development
  B. The Crow organization lowers the prices of its grocery products based on an influx of low-price grocery stores

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  Reactive change occurs because it is made necessary by outside forces while proactive change is initiated by the organization because it is desirable to do so. Option B is reactive because prices were lowered based on increased competition.

• Question 359:

  A hybrid multinational consumer goods corporation operates 8 strategic business units which are fully- functional units with their own vision, direction, product/service, location, and target market under the umbrella of the larger business entity. The corporation has a corporate HR department while the SBUs each have autonomous HR departments that are largely independent from corporate HR. The Head of HR of each SBUs has significant authority to operate in a polycentric fashion and only interact with the Head of Corporate HR on a quarterly basis.

  Due to a significant reduction in revenue during the pandemic, the organization has made a decision to streamline its HR structure by adopting a more centralized HR structure that can provide HR services to corporate and the SBUs. The proposed centralization of the HR function is expected to result in cost reduction, consistency in HR operations, and increased HR proficiency. Corporate HR has created a team comprising of HR managers, HR business partners and HR admin personnel to originate and implement the new HR services model. Anna is a HR manager from a strategic business unit in California that has been drafted to join the team. Anna has 8 years of cognate HR experience working with various SBUs in the organization. Anna is the only team member who has worked with an SBU, the rest of the team have only corporate HR experience. The team has been working for over 3 weeks reviewing the feasibility, advantages and disadvantages of several HR structures, with most team members favoring a shared services and center of excellence model.

  If the team contemplates a Shared Services HR organization model, which of the following is an accurate disadvantage of the Shared Services HR model?

  A. This model results in duplication, inconsistency and conflict of processes, programs and systems.
  B. This model does not promote common understanding, service level agreements and associated metrics.
  C. This model may not be able to accommodate variations in support of local business needs.
  D. This model results in conflicting infrastructure.
  C. This model may not be able to accommodate variations in support of local business needs.

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  In the Shared Services model, there is a concentration , organization, and consolidation of HR administrative activities into a centralized and commonly shared function. With the Shared Services model, each business unit selects what it needs from a menu of transactional HR services that all business units have access to and utilize. However, a disadvantage of the shared service model is when it cannot accommodate variations in support of local business needs.

• Question 360:

  A hybrid multinational consumer goods corporation operates 8 strategic business units which are fully- functional units with their own vision, direction, product/service, location, and target market under the umbrella of the larger business entity. The corporation has a corporate HR department while the SBUs each have autonomous HR departments that are largely independent from corporate HR. The Head of HR of each SBUs has significant authority to operate in a polycentric fashion and only interact with

  the Head of Corporate HR on a quarterly basis.

  Due to a significant reduction in revenue during the pandemic, the organization has made a decision to streamline its HR structure by adopting a more centralized HR structure that can provide HR services to corporate and the SBUs. The proposed centralization of the HR function is expected to result in cost reduction, consistency in HR operations, and increased HR proficiency.

  Corporate HR has created a team comprising of HR managers, HR business partners and HR admin personnel to originate and implement the new HR services model. Anna is a HR manager from a strategic business unit in California that has been drafted to join the team. Anna has 8 years of cognate HR experience working with various SBUs in the organization. Anna is the only team member who has worked with an SBU, the rest of the team have only corporate HR experience. The team has been

  working for over 3 weeks reviewing the feasibility, advantages and disadvantages of several HR structures, with most team members favoring a shared services and center of excellence model.

  If the team decides on a functional HR organization model, which of the following is an accurate disadvantage of the functional HR model?

  A. this model is ineffective in enterprise with single strategies
  B. there is an underuse of HR service centers
  C. there is an inconsistency between headquarter policy and business unit practices
  D. there is an isolation of headquarters HR from realities in the business units.
  D. there is an isolation of headquarters HR from realities in the business units.

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  In a functional structure, HR policies are developed at the headquarters and HR generalists in business units or regional locations implement the policies.Headquarters HR is staffed with HR specialists who design HR policies, these policies are cascaded and implemented by generalists at all locations/divisions/business units.In the functional HR structure, headquarters HR is staffed with specialists who determine HR strategies while HR generalists who are located within divisions or business units or locations implement the policies, adapt them as needed, and are responsible for employee communication. This structure can be found in organizations that are the least diversified and have a single strategy with a need for consistency. A key disadvantage is that Headquarters HR can be isolated from the local realities.