A midsize company has recently hired a new HR manager. The HR department is small with only three HR professionals including the HR manager. Senior leadership notices that the employees across departments, and sometimes within departments, seem to work in silos and do not interact with each other. Leadership asks the HR manager to bring some energy into the organization and build a more collaborative and engaged environment. While the HR manager is developing the engagement plan, an HR associate is hired and starts suggesting 's suggested changes to the plan. How should the HR manager react to the HR associate
A. Suggest the new HR associate take the lead on finalizing and implementing the engagement plan.A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.
The CFO proposes a plan to improve process efficiency within the organization and asks the HR director to implement it. Some employees dislike the plan and refuse to follow it. What should the HR director do?
A. Hold a meeting with employees and listen to their concerns about the plan.The success of a focus group is dependent on the following steps except:
A. Gather and interpret survey dataWhich organization has evolved farthest on the CSR (Corporate Social Responsibility) maturity curve?
A. Product sustainability claims are included in employer branding used in recruiting.A sales executive at a software company submits a reimbursement for a client meal at a restaurant as a business expense. The expense is 10 times the normal amount. The company's reimbursement policy does not explicitly outline what expenses are considered excessive, but it does have recommendations for spending limits. The accounting VP tells the HR director and sales leader that the sales executive should personally pay for the expense because the amount exceeds the recommended spending limit outlined in the reimbursement policy. The sales executive argues the charges are a reasonable business expense necessary to secure a large sale for the company. The sales executive also argues that the accounting division previously submitted and reimbursed similar expenses. The sales executive is considered integral to team success as a strong salesperson, and the sales leader does not want the sales executive disciplined due to the ambiguity of the reimbursement policy.
The sales executive acknowledges that requests for excessive reimbursements continue because the sales executive has not been reprimanded for any past costly reimbursements. Which approach should the HR director take to address this behavior?
A. Mandate the sales executive sign a document stating that recommended policy recommendations will not be exceeded.A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.
The regional government office has been slow to adopt new management approaches, which has made it difficult for the office to compete for top talent in the regional workforce. What should the HR director do to ensure buy-in from managers and executives regarding changes to the telework policy?
A. Invite managers and executives to a meeting to discuss the office succession planning approach.An HR manager recruits a recent college graduate into a management trainee position. After two years, the trainee is a top performer with excellent performance ratings, and it becomes clear the trainee will be able to easily execute the requirements of a much higher position. Unfortunately, it is company policy to only make promotions based on tenure, and the HR manager is concerned the trainee will leave the company unless an alternate process is created. The HR manager presents the issue to the executive team and proposes an updated career development plan that will also base promotions on performance. The manager suggests developing challenging targets for the trainee to meet, a personalized training program, and establishing a long-term career plan with the company. The trainee will be assigned a senior VP as a mentor who will help the trainee get to the top of the company in the shortest amount of time possible. The executive board agrees to the plan and authorizes its implementation. The HR manager meets with the trainee to discuss the career plan and next steps with the company.
The executive team requests that the HR manager draft a plan for measuring the impact of the updated career development plan one year after it is implemented. How should the HR manager gather this information?
A. Correlate performance review ratings with promotion rates.A high-potential member of the HR department wants to develop OED expertise. The manager notes that this individual has a natural talent in analyzing issues and in establishing relationships with others. The manager can provide training and experience in the skills involved in the Consultation competency. What else will be critical for this employee?
A. Technical expertiseA company has a high record of work-related injuries, absenteeism, and substance abuse. HR intends to address these issues by first keeping records of all reportable incidents and then encouraging employee participation in corrective action. What is the MOST important task for HR to do next?
A. Review policies related to drug abuseA recent employee survey reveals inefficiencies in production processes. Which structured activities should be recommended to correct the inefficiencies?
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