SHRM SHRM-SCP Online Practice Questions and Exam Preparation

SHRM SHRM-SCP Online Questions & Answers

• Question 731:

  Which best practice should an organization consider to help its employees feel safe reporting abuse and discrimination?

  A. Create policies that protect the company from liability.
  B. Implement one clear reporting process.
  C. Review the grievance policy to ensure it is legal.
  D. Establish a confidential ombuds office.
  B. Implement one clear reporting process.

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  Implementing a single, clear, and well-communicated reporting process ensures employees know exactly how and where to report abuse or discrimination, reducing confusion and fear and enhancing their sense of safety.

• Question 732:

  An organization has recently detected serious fraudulent activity that involves very large sums of money stolen over several years. The activity involved several employees at different levels in different functions. As an HR professional, what would you advise the finance function to do?

  A. Report the activity to the appropriate authorities
  B. Hire an external auditor immediately
  C. Resist the temptation to increase EE surveillance
  D. Change internal processes to correct the vulnerabilities that were exploited
  B. Hire an external auditor immediately

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  External auditors inspect clients' accounting records and express an opinion as to whether financial statements are presented fairly in accordance with the applicable accounting standards of the entity, such as Generally Accepted Accounting Principles (GAAP) or International Financial Reporting Standards (IFRS). An external auditor is crucial in this case because several employees at varying levels and different functions are involved in the detected fraud.

• Question 733:

  What is the difference between direct costs and indirect costs in the workplace?

  A. Direct costs are costs of operating a particular program; indirect costs are costs of operating the general office
  B. Direct costs are costs associated with general business expenses; indirect costs are costs associated with core strategic expenses
  C. Direct costs are any costs greater than the return of investment; while indirect costs are costs greater than the cost benefit analysis
  D. Direct costs are human capital-related expenses; indirect costs are technology-related expenses
  A. Direct costs are costs of operating a particular program; indirect costs are costs of operating the general office

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  The essential difference between direct costs and indirect costs is that direct costs can be traced to specific cost objects while indirect costs are not directly related to a program or product. Examples of direct costs are direct labor, direct materials, commissions, piece rate wages, and manufacturing supplies. Examples of indirect costs are rent, utilities, general office expenses, production supervision salaries, and insurance.

• Question 734:

  For diversity training to succeed, the most crucial component is:

  A. an organization-wide commitment beginning with top management.
  B. bringing in a consultant with experience in the particular industry
  C. providing diversity training to the senior management of the organization.
  D. a ground-up commitment from hourly and line employees who deal with the diversity of co-workers daily
  A. an organization-wide commitment beginning with top management.

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  As previously stated, any HR initiative must have executive management approval, support and commitment, to succeed. This principle applies to diversity training as well. HR must align its initiatives with the overall organizational strategic goals.

• Question 735:

  The HR department, sales department and the technical service team have identified the need for greater persuasion skills to enhance sales performance, and better IT troubleshooting skills to improve the effectiveness of the technical service team. HR's next step after this will be?

  A. Prepare a training that addresses the skills gaps in the sales and technical service team
  B. Engage in a needs analysis to determine the specific skills that both teams will be trained on
  C. Prepare and present a business case to the business executives for approval to train both teams
  D. Identify the top training consultants utilized by industry peers and mail a request for proposal (RFP) to them
  C. Prepare and present a business case to the business executives for approval to train both teams

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  Note that even though the first step is to identify the needs, this has been done as stated in the question details. The next and most important step is to obtain management approval for the training to be designed, implemented, and evaluated.

• Question 736:

  An HR department at a midsize company hosts regular manager meetings to provide updates regarding company structure, practices, and policies. During the recent meeting, the HR director notified all managers of the company's new code of conduct policy and plans for an upcoming training about the policy. The policy explicitly states that managers must not form personal relationships with their direct reports. The HR director explains that the policy was created because concerns about fairness related to promotions and rumors about favoritism were beginning to cause conflict within some departments. Some of the managers express that training is not necessary, but they all agree to attend it.

  A few days after the training, the HR director receives a complaint from an HR employee who claims to have seen a manager and one of the manager's direct reports at a restaurant. The HR director was already concerned about this manager's judgment because the manager approved a promotion for the same direct report even though the direct report has documented performance-related issues. The HR director discusses the issue with the manager. In response, the manager criticizes the new policy and insists the relationship did not impact the direct report's promotion recommendation. The manager also states that the training was unclear and that other managers have the same opinion.

  Which action should the HR director take first to reduce favoritism from managers when making promotion decisions in the future?

  A. Collaborate with managers to develop objective criteria for promotion decisions.
  B. Hire an external consultant to further tram managers on the code of conduct and ethical practice.
  C. Remind managers in writing of the company's expectations for fair employee treatment.
  D. Mandate that managers provide comprehensive justification for promotion.
  A. Collaborate with managers to develop objective criteria for promotion decisions.

• Question 737:

  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 approach should the HR director take after learning that a competing hospital is opening nearby and recruiting for office positions?

  A. Benchmark the competition, develop and communicate an employment branding strategy
  B. Increase employee remuneration to lead the industry average compensation in the area
  C. Measure employee engagement through focus groups and opinion surveys.
  D. Retain talent by implementing a flat and high involvement organization
  A. Benchmark the competition, develop and communicate an employment branding strategy

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  It is important to gather relevant data through benchmarking and establish an employment branding strategy. The HR director needs to gather critical data about the competition, develop a brand strategy, and communicate the strategy to all concerned parties. An employment brand is the image that a company's prospective, current and past employees have in their minds about the employment experience at the company.

• Question 738:

  The Chaldean corporation has made a shift to be more strategic in onboarding, performance management, succession planning, and to ensure workforce planning is aligned with the business plan. The HR director has created a talent pipeline for high potential mid-level employees to be developed for future leadership positions. A consultant was hired to ensure a line of sight is entrenched in the compensation strategy. Applicants are asked to fill a candidate experience survey to improve the chances of top talent selection. Employee engagement survey data was used to improve the engagement metrics.

  Which of the following is the accurate term for the case above?

  A. Human capital management program
  B. Succession planning program
  C. Human resource management program
  D. Talent management program
  D. Talent management program

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  Talent management program is the strategic and integrated approach to attract top talent, ensure employee motivation, continuous coverage of critical roles, increase employee performance, employee engagement, retain top talent, compensation plans, improve business performance, and increase stakeholder returns and higher client satisfaction.

• Question 739:

  Which of the following would Herzberg classify as a hygiene factor?

  A. advancement
  B. stimulating work
  C. company policies
  D. intrinsic motivators
  C. company policies

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  Herzberg's motivation-hygiene theory (also known as Herzberg's two-factor theory states that certain factors in the workplace cause job satisfaction while a separate set of factors cause dissatisfaction, all of which act independently of each other.Motivators include challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, sense of importance to an organization. Motivators give positive satisfaction, arising from intrinsic conditions of the job itself.Hygiene factors include status, job security, salary, fringe benefits, work conditions, good pay, paid insurance, vacations. Hygiene factors or dissatisfiers do not give positive satisfaction or lead to higher motivation, though dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are maintenance factors. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.

• Question 740:

  What is the best way to increase confidence in stakeholders regarding business continuity and disaster recovery?

  A. Engagement survey of company readiness in the event of a disaster
  B. Conducting training drills
  C. Developing a business case
  D. Provide metrics from benchmarking disaster recovery plans of similar companies
  B. Conducting training drills

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  By conducting training drills it shows a preparedness for business continuity and disaster recovery situations.