SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 661:

  Toop organization requires employees to operate machinery, drive, work with customers, and conduct some form of manual labor. The organization commonly requires drug testing of its applicants for the safety of everyone involved in these activities. Recently, the Toop organization has decided to also incorporate a random drug testing program for all current employees. What should the organization do prior to implementing the program and testing employees?

  A. Verify that the proposed program complies with applicable local, state, and federal laws.
  B. Involve shop-floor employees in determining the random selection of employees that will be tested to avoid managerial bias and subjectivity.
  C. Ensure all employees sign legal documentation ascertaining they choose to voluntarily participate in the program.
  D. Have all employees sign arbitration agreements to settle disputes over failed drug tests and possible termination.
  A. Verify that the proposed program complies with applicable local, state, and federal laws.

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  The organization must ensure that the testing program complies with all applicable federal, local, and state laws. Depending on the applicable laws, the organization may need to establish a policy on the basis on which the random drug test will be conducted and determine if it will collect documentation from employees indicating their willingness to participate in the program.

• Question 662:

  A company is experiencing high turnover in its leadership roles. The chief human resource officer (CHRO) creates a plan to fill vacant leadership roles with high-performing managers. As part of the plan, the 's three VPs are each asked to choose a high-performing manager from their respective company departments. Each VP will train and mentor this manager until the manager is ready to take a leadership role. The plan also involves the CHRO interviewing each high- performing manager to ensure the manager demonstrates the competencies required for leadership. The CEO approves the plan and asks the CHRO to oversee its implementation.

  One of the VPs retires unexpectedly, and multiple managers claim they were being mentored by the VP to take on the leadership role. How should the CHRO determine who should fill the role?

  A. Select the manager with the highest performance ratings during the past three years.
  B. Require the managers to submit a written summary of their qualifications.
  C. Request the other two VPs and the CEO to interview the managers.
  D. Ask the retired VP to select the manager who is best suited for a leadership role.
  C. Request the other two VPs and the CEO to interview the managers.

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  Having the remaining VPs and the CEO interview the candidates ensures an objective, competency-based selection process in the absence of the original mentor.

• Question 663:

  The Crunch company produces and exports organic macadamia nuts and oils. The company produces 3,000,000 units of products and employs approximately 1,500 employees in a fiscal year. The total cost of its employees per unit of product is a metric used to determine the company's:

  A. profitability
  B. revenue
  C. productivity
  D. effectiveness
  C. productivity

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  Productivity is calculated as "Output / Input" Common inputs are labor hours, capital and materials. Sales or the amount of goods produced are common outputs. Productivity measurements include total employee labor productivity, individual employee labor productivity and sales productivity. Note that the question does not refer to sales or profit.

• Question 664:

  Which of the following is prohibited by the National Labor Relations Act (NLRA)?

  A. Employer domination of labor organization.
  B. Permanent replacement of economic strikers
  C. Secret ballot representation election
  D. Mandatory subjects for collective bargaining
  A. Employer domination of labor organization.

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  The NLRA makes it an unfair labor practice for an employer "to dominate or interfere with the formation or administration of any labor organization or contribute financial or other support to it." The NLRB has the authority to investigate and remedy unfair labor practices, which are defined in Section 8 of the Act.

  The NLRB makes it unlawful for an employer to: Interfere with two or more employees acting in concert to protect rights provided for in the Act, whether or not a union exists Dominate or interfere with the formation or administration of a labor organization Discriminate against an employee for engaging in concerted or union activities or refraining from them Discriminate against an employee for filing charges with the NLRB or taking part in any NLRB proceedings Refuse to bargain with the union that is the lawful representative of its employees

  The Act similarly bars unions from: Restraining or coercing employees in the exercise of their rights, or restraining an employer in the choice of its bargaining representative Causing an employer to discriminate against an employee Refusing to bargain with the employer of the employees it represents Engaging in certain types of secondary boycotts Requiring excessive dues Engaging in featherbedding (requiring an employer to pay for unneeded workers) Picketing for recognition for more than thirty days without petitioning for an election Entering into "hot cargo" agreements (refusing to handle goods from an anti-union employer) Striking or picketing a health care establishment without giving the required notice

• Question 665:

  A start-up technology company is growing rapidly, and senior leadership would like the company to be publicly traded in the near future. The company regularly exceeds its financial goals, but outside analysts express concerns about the inconsistent practices and procedures within the company. The company values innovation, and very little attention is paid to documenting or standardizing work processes. This provides employees with a great deal of freedom to experiment in their roles, but it also leads to confusion about individual assignments and areas of responsibility. In preparation for a public offering, the company's leadership asks the HR director to gather information on best work practices in every functional area and create the required documentation.

  Many team managers do not believe that documentation is necessary and they do not want to spend time creating it. How can the HR director convince them that this initiative is worthwhile?

  A. Distribute a memo to managers informing them that senior leadership would like them to participate in the process of developing documentation.
  B. Schedule a group meeting with all managers to answer their questions about why documenting work practices is necessary.
  C. Send out a companywide memo explaining that having work practices and standards documented will lead to less work for employees in the future.
  D. Present case studies to the managers that describe how other organizations have successfully implemented similar initiatives.
  D. Present case studies to the managers that describe how other organizations have successfully implemented similar initiatives.

• Question 666:

  HR is in the process of integrating the values and culture of two newly merged companies and developing an ethical framework. Who should sponsor the project to ensure success?

  A. HR
  B. Top management
  C. Ethics committee
  D. Line employees
  B. Top management

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  Securing sponsorship from top management ensures the initiative has the necessary authority, visibility, and resources to integrate values and culture effectively.

• Question 667:

  Because of increased competition and decreased profit, operations has been tasked with maintaining production levels and decreasing workforce size. What is the most useful help HR can provide to the leaders of operation?

  A. Provide data-based guidance on positions that can be eliminated
  B. Support operation's leaders in requesting adjustments in production levels
  C. Identify poor performers based on data from annual performance reviews.
  D. Implementing retraining and separation programs for laid-off workers
  A. Provide data-based guidance on positions that can be eliminated

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  The most useful help HR can provide is to offer objective guidance on which positions can be eliminated while maintaining production levels.

• Question 668:

  What makes HR a strategic partner in the strategic planning process?

  A. compensation and benefits.
  B. knowledge of the entire organization.
  C. employee records and compliance.
  D. training and development.
  B. knowledge of the entire organization.

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  Knowledge of the entire organization and its business goals makes HR a strategic partner in the strategic planning process.

• Question 669:

  A large hospital in the city acquires a smaller hospital, resulting in a total employee count of 1,200. As a result of the purchase, the accounts receivable unit of the small hospital, which has only six employees, is handling all outstanding patient accounts. During a workforce planning session, the HR director questions the accounts receivable manager about staffing requests for the following year. The manager informs the HR director that the department is adequately staffed and will not need more employees. Later the HR director learns that the manager has confided in other managers that he hopes to be promoted to by saving the hospital money from not hiring additional employees. Three accounts receivable employees terminate their employment abruptly. When cleaning out the desks of these employees, the accounts receivable manager finds over 100 accounts that have not been processed; monies are still outstanding on these overdue accounts. The manager distributes these overdue invoices to the other three remaining employees and tells them not to mention this to the senior manager. These employees come to the HR director in confidence to complain about the additional work, and they confide that they were instructed not to tell the senior manager about the incomplete work.

  Which information should the director of HR present to the senior manager and the accounts receivable manager during the next discussion of workforce planning?

  A. The HR director should share the information provided by the three remaining employees while keeping their identities anonymous.
  B. The HR director should communicate how the organization's goals and objectives are being hindered by the narrow-mindedness and personal ambitions of the account receivable manager.
  C. The HR director should present critical information about the exit interviews of accounts receivable staff and benchmark data on the staffing plans of large hospitals of comparable size.
  D. The HR director should offer to collaborate with the account receivable manager on lateral moves and job rotations.
  C. The HR director should present critical information about the exit interviews of accounts receivable staff and benchmark data on the staffing plans of large hospitals of comparable size.

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  The HR director should gather exit interview information and industry data to support the recommendation of why the accounts receivable department needs additional employees to achieve an optimal level of staffing.

• Question 670:

  Which of the following HR functions is most unlikely to be outsourced?

  A. Resource planning.
  B. Unemployment insurance.
  C. Workers Compensation coverage and claim.
  D. Payroll and Benefits.
  A. Resource planning.

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  Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. HR planning should serve as a link between human resources management and the overall strategic plan of an organization. An outside perspective may be helpful in HR planning, but only the internal team can determine current and future HR needs.