Earn SHRM Certified Professional (SHRM-CP) Certification by Using SHRM-CP Exam Dumps of DumpsBase

1. The Valve firm has reviewed its exit interview data and concluded that the greater number of employees are leaving due to rigid vacation requirements.

Which of the following can be built into the vacation leave program to enhance its flexibility?

2. Which of the following is a consistent determining factor in union agreements in the United States?

3. A software company is opening a manufacturing facility in China. Some U.S. management and key personnel will be transferred; however, most new employees will be hired in China. Company executives want more information about the Chinese workforce, including a workforce evaluation of the employment market in China.

What first step should be accomplished as soon as possible?

4. 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.

One of the team members anticipates resistance from employees when the announcement of a change in the organization's HR structure is made. Anna agrees and states that the change may lead to apprehension and stress among SBU staff.

What is the best tactic the team should adopt to ensure a smooth acceptance by employees?

5. Racha is the CHRO of a multinational conglomerate whose primary role is transforming the HR division to a strategic, solution-driven division.

Which of the following is a part of the CHRO's role in influencing business results;

6. Mandy consults with organizations to determine the most suitable structure for a company to adopt based on a variety of factors and the peculiarities of each organization's operations.

Which of the following general principles of Mandy's job is accurate?

7. A non-union software design corporation does an annual continuous improvement drive to determine employee engagement levels. The corporation has noted that context offered by external benchmarks has increased the effectiveness of the drive and its impact on organizational success. The most appropriate method of engaging in this drive is;

8. Environmental scanning is most effective when;

9. Kia, a senior HR professional was questioned by senior management on the rationale behind a 20% budgetary increase in employee training and professional development activities. The most important reason Kia can supply to ensure senior management's backing of the increase is;

10. How can data analytics be used to improve employee recruitment and retention?

11. Which of the following organizations operates a corporate strategy of differentiation?

12. A review of the organization's cash flow statement shows the cash outflow has increased over the previous year.

Which action should HR take in response to this metric?

13. What is the indispensable notion behind the stakeholder theory?

14. Environmental scanning should be used to?

15. The HR president of a civil engineering firm, has noticed an unusually high number of turnover by the mid-level civil engineers. In her research and analysis, she has found that the engineers are leaving to rival organizations for parallel pay and benefit.

What do you advise the HR President to do?

16. The HR department at the Reality company has asked a HR professional to evaluate the compensation and benefits programs in order to identify variable pay options. However, there is resistance from some members of the leadership because of increased bureaucracy and lack of agility.

The Reality company is most likely at what stage in the organization life cycle?

17. The company you work for has discussed an international business strategy that would expand it into North Asia.

Which of the following actions would you first take to help the company develop its strategic plan?

18. After conducting a thorough HR audit, the Shroud organization has identified several vulnerabilities in its HR systems, procedures and practices.

Which of the following is the most accurate example of risk mitigation that the Shroud organization may choose to utilize?

19. The HR Manager of a clothing company has recently been tasked with creating the organization's sustainability strategy.

In what way can she use the information contained in the corporate social responsibility (CSR) and sustainability reports of other comparative companies?

20. Majority of employees in the USA are employed based on the employment at-will doctrine. This means that an employer can terminate an employee at any time for any reason, except an illegal one.

A correct assumption on the employment at-will doctrine is?

21. Which HR task is typically required by a multidomestic corporation?

22. How can HR minimize the risk of failure of an organization's diversity initiative?

23. Which is a good practice for implementing a code of conduct?

24. In a bid to promote integrity among their employees and gain trust from key stakeholders, the Hophni organization is interested in beginning the process of creating an ethical environment.

Who has the most impact on the success of this process?

25. Angst organization just completed its strategic planning process successfully.

Which of the following actions would the Angst organization have taken during the strategy formulation phase?

26. 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?

27. The Terrain company has introduced the role of a Chief Compliance Officer (CCO) and is at a loss on how to compensate this role fairly. The HR manager has compiled a couple of metrics that may help solve this problem. However, the HR Director has instructed the HR manager to specifically find out how the compa-ratio metric can be used to determine compensation within the company.

Which of the following applies in response to the HR Director's request?

28. A car sales company has approximately 700 sales employees and 200 administrative employees who perform the tasks of checking stock availability, processing deliveries, sending out invoices, and maintaining records and databases. During and after the pandemic, the company has suffered a 45% loss of profit and revenue due to poor sales. In a bid to stay afloat, the sales manager has laid off the entire administrative team and 100 sales employees who were the least performers last quarter. The remaining 600 sales employees are required to take on administrative tasks, as well as a 20% reduction in base pay and a 20% increase in commissions from car sales.

The HR manager has been told by an employee in the sales department that he is leaving because of the additional workload which has distracted him from making sales and has reduced his commission-based pay. The HR manager is concerned that employee satisfaction levels have fallen drastically due to the increased tasks and unfavorable compensation model. She believes several sales employees are planning to leave the organization which will further reduce the organization's revenue.

The HR manager decides to share these apprehensions with the sales manager. The HR manager shares that there is a real possibility of high turnover amongst the sales employees which will result in loss of trained talent, corporate know-how and revenue. The sales manager refutes this claim and states that there is a necessity to weed out employees who do not pull their weight and have been relying on the certainty of their base pay as opposed to generating sales. The sales manager notes that the worst performing employees are those who complain and are welcome to leave.

Furthermore, the sales manager shares that laying off the administrative employees and increasing

commission-based percentage of pay has improved the company's financial condition and encouraged the sales employees to have a line of sight between their tasks and the company' productivity. The sales manager states that the HR manager should not bother about baseless complaints but revise the job descriptions of the sales position to include the administrative tasks so as to recruit new employees who are comfortable with the workload of the role.

What is the most effective method for the HR manager to evaluate the efficacy of the new compensation model to increase sales?

29. A car sales company has approximately 700 sales employees and 200 administrative employees who perform the tasks of checking stock availability, processing deliveries, sending out invoices, and maintaining records and databases. During and after the pandemic, the company has suffered a 45% loss of profit and revenue due to poor sales. In a bid to stay afloat, the sales manager has laid off the entire administrative team and 100 sales employees who were the least performers last quarter. The remaining 600 sales employees are required to take on administrative tasks, as well as a 20% reduction in base pay and a 20% increase in commissions from car sales.

The HR manager has been told by an employee in the sales department that he is leaving because of the additional workload which has distracted him from making sales and has reduced his commission-based pay. The HR manager is concerned that employee satisfaction levels have fallen drastically due to the increased tasks and unfavorable compensation model. She believes several sales employees are planning to leave the organization which will further reduce the organization's revenue.

The HR manager decides to share these apprehensions with the sales manager. The HR manager shares that there is a real possibility of high turnover amongst the sales employees which will result in loss of trained talent, corporate know-how and revenue. The sales manager refutes this claim and states that there is a necessity to weed out employees who do not pull their weight and have been relying on the certainty of their base pay as opposed to generating sales. The sales manager notes that the worst performing employees are those who complain and are welcome to leave.

Furthermore, the sales manager shares that laying off the administrative employees and increasing commission-based percentage of pay has improved the company's financial condition and encouraged the sales employees to have a line of sight between their tasks and the company' productivity. The sales manager states that the HR manager should not bother about baseless complaints but revise the job descriptions of the sales position to include the administrative tasks so as to recruit new employees who are comfortable with the workload of the role.

Which approach is most effective for the HR manager to use to resolve her difference of opinion with the sales manager?

30. The HR director and the CEO of an e-commerce company with 330 employees each receive a similar email from an unrecognizable address. The letter is from an anonymous discontented employee. In the letter, the employees accuses the Chief Financial Officer (CFO) of the company of financial fraudulent practices including using accounting loopholes to hide hundreds of thousands of dollars of bad debt, while simultaneously inflating the company's earnings.

The anonymous email also accuses the CFO of intimidation, retaliation, and virulently attacking senior managers in front of junior colleagues. The email further states that the employee has taken great effort to remain anonymous because of a fear of retaliation, which may lead to termination for spurious reasons. The email states that HR is improperly chummy with the CFO and has never been able to conduct an independent workplace investigation free of prejudice.

Which first step should the HR director take to handle the allegations in the email?

31. The HR director and the CEO of an e-commerce company with 330 employees each receive a similar email from an unrecognizable address. The letter is from an anonymous discontented employee. In the letter, the employees accuses the Chief Financial Officer (CFO) of the company of financial fraudulent practices including using accounting loopholes to hide hundreds of thousands of dollars of bad debt, while simultaneously inflating the company's earnings.

The anonymous email also accuses the CFO of intimidation, retaliation, and virulently attacking senior managers in front of junior colleagues. The email further states that the employee has taken great effort to remain anonymous because of a fear of retaliation, which may lead to termination for spurious reasons. The email states that HR is improperly chummy with the CFO and has never been able to conduct an independent workplace investigation free of prejudice.

Which action should the HR director take to effectively address the employee's reason for reporting the issue anonymously?

32. The HR director and the CEO of an e-commerce company with 330 employees each receive a similar email from an unrecognizable address. The letter is from an anonymous discontented employee. In the letter, the employees accuses the Chief Financial Officer (CFO) of the company of financial fraudulent practices including using accounting loopholes to hide hundreds of thousands of dollars of bad debt, while simultaneously inflating the company's earnings.

The anonymous email also accuses the CFO of intimidation, retaliation, and virulently attacking senior

managers in front of junior colleagues. The email further states that the employee has taken great effort to remain anonymous because of a fear of retaliation, which may lead to termination for spurious reasons. The email states that HR is improperly chummy with the CFO and has never been able to conduct an independent workplace investigation free of prejudice.

Which action should the HR director take to best ensure that company leadership understand and act in accordance with the company's expectations of its executives?

33. The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.

The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.

Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.

Based on the CHRO's discussion with the HCS, what feedback should the CHRO give to the CEO?

34. The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.

The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.

Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.

How can the CHRO help the HCS handle the problems he is facing with the "problem employees"?

35. The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief

Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.

The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.

Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.

How should the CHRO resolve the problem of the small number of calls per hour in the department?

36. The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.

The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.

Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the

CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.

The CHRO has received an email stating that one of the employees in the customer service function is under the influence of illegal drugs and was caught vandalizing company property. The most appropriate way to handle this situation is?

37. The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.

The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.

Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the

CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.

The CHRO receives reports that an employee of the customer service department has posted negative comments on the poor customer satisfaction levels of the company on a popular social media site. The report claims that the employee stated that the deteriorating levels of customer service is due to the company's apathetical attitude to its employees. The report also states that the employee may have divulged certain trade secrets of the company.

How should the CHRO handle this situation?

38. The Crop multinational company operates in over 7 countries in 3 continents. Their international strategy involves not aligning with any of the host countries, but operating the business across countries to gain efficiencies.

The Crop company most likely uses a?

39. The principal step in strategic planning for an international business is:

40. Charred firms emphasize location as an international business strategy by choosing to create value by emphasizing:

41. An analysis of the external environment requires the Prep firm to identify its:

42. "We must focus on our competitive advantage if we intend to improve the bottom-line of the organization". The most accurate definition of competitive advantage is:

43. An organization's strategy involves:

44. The strategy of the Terse firm in its home country is an innovative culture that creates cutting-edge products. The Terse firm has decided to operate in international markets (host countries) in much the same way as it does in the home country, it is described as being:

45. Which of the following is not considered an element of the ‘internal environment' for the Terse manufacturing corporation which produces water, soda and fruit juices?

46. The international strategy of the Terse corporation is based on the idea of a shared vision, efficiency, and effective global coordination, but also endeavors to ensure adequate market adaptation or local responsiveness?

47. If the Softkey company produces an integrated accounting software and wants to compete internationally, which strategy would the company most likely employ?

48. If the Fizz company's product is canned soda and coffee beverages, which strategy for competing internationally would the Fizz company most likely employ?

49. If Ekin company's product is clothing accessories, apparel and footwear, what international strategy should the Ekin company most likely adopt?

50. The primary reasons that companies choose to expand into foreign markets are all of the following except?

51. The Margin company has completed an environmental scan of the Malaysian business environment to determine the feasibility of its expansion plans into Malaysia. It utilized the tools of SWOT analysis, PESTLE analysis, and Porter's 5 forces to accomplish the scan.

Which of the following is least likely to be a hindrance to the expansion plans of the Margin company?

52. Which of the following is the biggest strategic issue when competing in the markets of foreign countries?

53. Using domestic factories as a production base for exporting goods to select foreign country markets...?

54. Cane's software company has decided to utilize a licensing strategy to participate in foreign markets. However, the Chief Operating Officer has significant concerns about the risks inherent in this business model of expansion.

Which of the following is a disadvantage of utilizing a licensing strategy to participate in foreign markets?

55. Anna has been tasked with determining the appropriate international strategy for a corporation which provides a variety of upscale household products. She has decided to present her findings in a business case that explains the various international strategies.

Which of the following is inaccurate in Anna's presentation?

56. The Frau group of companies has decided to practice a strictly regiocentric strategy across the 5 countries it operates in which are clustered in Eastern Europe. The countries are Bulgaria, Croatia, Czech Republic, Estonia, Hungary. The Frau group's decision to pursue this strategy and concentrate its business activities in a limited number of locations in Eastern Europe is least likely due to?

57. A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm's work believes the firm's method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.

The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional's initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.

The consultancy firm's associate who worked on the focus group received the news of the survey results with dismay and is unhappy about the firm's work being pushed aside and the survey being done without communicating with or involving the firm. The associate requires clarification from the HR professional.

How should the HR professional respond to this?

58. A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm's work believes the firm's method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.

The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional's initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.

The HR manager returns from leave and is impressed with the survey carried out by the HR professional. The HR manager states that surveys had previously been ineffective because of a low response rate. The HR professional most likely took what action before administering the survey to ensure its high response rate?

59. A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm's work believes the firm's method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.

The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional's initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.

A year has passed after the survey was completed.

Which would be the best way for the HR team to increase employee willingness to participate in the upcoming survey on employee engagement and satisfaction?

60. A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm's work believes the firm's method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.

The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional's initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.

The HR professional is creating and compiling the questions for the upcoming employee engagement survey for next year.

How best can she determine the most effective survey questions?

61. A HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm's work believes the firm's method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.

The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional's initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.

Some executives are reluctant to have another survey this year. The executives state that last year's survey is sufficient to understand employee engagement levels for this year.

How should the HR manager convince senior leadership of the value of measuring employee engagement through an annual survey?

62. An HR manager of Terrain Inc., a personal goods retail company has to go on FMLA leave to care for her mother who suffered a fall. The HR manager asks a HR professional in the department to collaborate on her behalf with a consultancy firm to provide recommendations to management on employee engagement. The consultancy firm has conducted a focus group with 15% of support employees and 5% of line employees. The HR professional upon reviewing the firm's work believes the firm's method is insufficient to gather the full information needed to create an effective solution. The HR professional determines that a different data collection method is necessary.

The HR professional chooses to carry out a survey of all employees, proceeds to obtain the support of the CEO, CFO, and COO and makes a presentation to the senior executive team. The senior executive team approves the HR professional's initiative, the survey is carried out, and 85% of the employees respond to the survey. Impressed with the survey exercise, the CEO shares the survey results with the consultancy firm and requests that the firm works closely with the HR professional in the implementation phase.

Which factor is critical for the HR Manager to consider before conducting the employee engagement survey?

63. The HR Manager of Engo Inc. has been sent on a job assignment to its company subsidiary in China. The HR Manager from the onset of the assignment recognizes a need to determine employee engagement levels. She speaks to the HR President of the China subsidiary about the necessity of conducting an employee engagement survey. The HR President is not keen on the idea and states that engagement drivers differ from location to location due to cultural differences. The HR President states that employee surveys are less acceptable in what type of culture?

64. After a public scandal of quid-pro-quo sexual harassment allegations, it has been discovered that the Crunch organization has several dysfunctional problems inclusive of no transparency, bias, micromanagement, lack of clear values, and poor supervision.

Which initial step would the newly appointed HR Manager take to gain more information about possible causes?

65. Which question would be most suitable in an employee opinion survey?

66. The Decal organization is downsizing its workforce due to increased competition in its operative industry.

The HR manager has to decide which question should be included in an employee opinion survey.

Which would you select?

67. As a strategic complement to the main employee engagement survey, I recommend brief, frequent surveys that focus on a specific issue or are given to specific sections of the employees." The speaker is referring to what type of survey?

68. 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.

How should the team start the process of determining the appropriate HR servicing model?

69. 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.

How should the team best use Anna's cognate experience with SBUs?

70. 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.

What should the team do to gain acceptance for its proposals?

71. The key difference between the general FMLA leave and the military caregiver FMLA leave is;

72. Which of the following is true about staffing approaches for multi-national organizations and organizations engaged in offshoring?

73. Which of the following is the least controllable strategic advantage an organization may have over its competitors?

74. Martha has been tasked to engage in an analysis of specific openings that are likely to occur in the future.

Which of the following will Martha most likely start with;

75. Frau is an exceptional marketing professional responsible for landing 60% of the company's profitable accounts. Based on this, Frau was promoted to the role of Marketing Manager. However, there have been consistent complaints from junior staff on Frau's denigratory attitude, frequent but unwarranted disciplinary meetings, and threats of utilizing the at-will doctrine.

Based on the above, which of the following will the CHRO recommend to the executive leadership?

76. The least likely to be outsourced of the following HR activities is?

77. A company has to undertake a remedial change initiative in response to a series of challenges it has faced in 2020. The most important responsibility of the human resource department during this change initiative is;

78. Which of the following is not true about the following submissions on Hofstede's cultural dimensions?

79. Data has proven that HR policies, procedures, and practices have the most significant impact on organizational effectiveness with-------- being a major contributory factor.

80. The HR department has a goal of recruiting a minimum of 15 HR junior executives with minimum qualifications of 2 years' experience and the PHR certification. This goal has a timeline of 6 months and a budgeted expense of $10,000. If the department recruits 16 HR executives who meet the qualification. The timeline took 300 days with a budgetary expense of $15,000 due to increased advert costs, low unemployment rate, and a target of passive candidates. The department can be said to be----- ;

81. Micah has been tasked to carry out a comprehensive audit of all current jobs in her company.

Where can Micah the information she needs to carry out this task;

82. Which of the following strategies would be more suitable in a business environment of constant change which requires a need to continually find new products and new markets?

83. The HR planning process begins with;

84. Hadassah has been tasked to create a strategic training for senior management using the ADDIE model of instructional design.

For this training to achieve maximum impact, what is the first step the Hadassah should take when creating the training?

85. In a human resource departmental meeting, it was argued the necessity of conducting a needs analysis when the line manager had already identified that the PIP shows that training is required.

Which of the following is not a primary purpose for carrying out a needs analysis?

86. Immediately after completion of a computer based training with 15 modules, participants are asked to

complete a 1 hour online test and a 5 minutes survey. The online test is--------; and the survey is---------

of Donald Kirkpatrick's summative evaluation;

87. The law that protects whistleblowers and also requires notice requirement for plan administrators of ERISA-covered plans is?

88. 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?

89. The executive team is divided on whether the company should merge with a competitor. This has created a division in leadership that has become intractable. The Board of Directors (BOD) have decided that the effective way to resolve the several conflicts in leadership is to focus on separating the people from the problem, separating the core issues from the overlaying issues, resolve the overlaying issues and then focus on resolving the core issue that will be resolved by alternative solutions.

What form of alternative dispute resolution has the BOD decided on?

90. An ecommerce giant has a strategic directive to implement the use of drones for its delivery purposes. This will enable the corporation to deliver goods within 8 hours in a 20-mile radius. The downside is the company will have to layoff 33% of its 20, 000 delivery van drivers.

An accurate cost and benefit analysis of the proposed layoff will include?

91. The following organizations have implemented a variety of change initiatives.

Which of the following organization's created a reactive change initiative?

92. In the Derulic plant, supervisors realize that their employees tend to produce optimally when under passive leadership. Therefore, a relationship has evolved between the employees and the supervisors where the employees maintain high production while the supervisor respects the norms of the employee informal culture.

This is an example of?

93. The HR Director has proposed to the C-suite that as the company has made a strategic shift from a hierarchal structure to a flat structure, the number of employee that report to a supervisor will have to be increased mainly because information technology has made it easy to manage several middle management tasks.

The HR Director's proposal is centered on?

94. A software licensing company is considering merging with a hardware manufacturing company to increase market share and achieve economies of scale. The executive management of the software company has organized a meeting to discuss the viability of the merger.

As a HR professional in the software company, which of the following is the most critical issue to bring up during the executive meeting?

95. William is the HR manager responsible for ensuring the cumulative tasks and activities of the HR department are performed according to plan. In order to achieve this, William is using the Gantt and PERT charts to plan, coordinate, and track the duration and accomplishment of HR tasks.

William is heavily involved in what management function?

96. A plant that processes building materials is located in a county that was recently in the news for having the 3rd highest rate of drug and alcohol abuse in the country. The plant has had a 17% increase in employee injuries in the operations department and during the graveyard shift.

What would be the best course of action to reduce the rate and risk of injury in the plant?

97. Ann is a leader who believes firmly in the "carrot and stick" rule. She has dedicated 10% of her department's budget to reward employees that meet performance levels of 85% or higher.

Ann's leadership is most similar to what leadership style?

98. Strategic planning involves the following process except?

99. The Derulic organization has deployed a company-wide artificial intelligence software program that is estimated to improve organizational productivity by 65%.

What is the most important role for the HR team during the implementation of the technological change initiative?

100. A company has determined that it will center its corporate social responsibility efforts on "going green".

Which of the following will the company engage in to support the local community?