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質問 # 186
A firm is experiencing an increase in behaviors that violate its code of ethics. Which recommendation should the VP of HR take first to reduce these incidents?
- A. Implement a system for employees to reaffirm the code of ethics annually.
- B. Ask management to openly discuss and support the code of ethics.
- C. Reprimand publicly those individuals who violate the code of ethics.
- D. Revise the code of ethics to ensure it is clearly written.
正解：B
解説：
* Management Buy-In: Engage senior management in openly discussing and supporting the code of ethics. This sets a tone of ethical behavior from the top and emphasizes its importance.
* Regular Discussions: Integrate discussions about the code of ethics into regular management meetings and communication with employees. Highlight examples of ethical behavior and address any breaches transparently.
* Role Modeling: Encourage managers to role model ethical behavior in their daily interactions.
Employees are more likely to follow the code of ethics if they see their leaders adhering to it.
* Training and Awareness: Implement ongoing training programs to reinforce the code of ethics. Ensure that all employees understand the expectations and consequences of ethical breaches.
* Ethics Committees: Establish ethics committees to review and address ethical issues as they arise. This provides a formal mechanism for monitoring and upholding ethical standards.
This approach emphasizes the importance of leadership in fostering an ethical culture and aligns with SHRM's guidelines on promoting ethical behavior within organizations.
質問 # 187
The Fair Labor Standards Act (FLSA) mandates that most employees be paid overtime for more than 40 hours in a week unless they fall under certain criteri a. Which is NOT an FLSA exemption?
- A. Advanced engineer exemption
- B. Creative prof essional exemption
- C. Outside sales exemption
- D. Computer employee exemption
正解：A
解説：
There is no specific advanced engineer exemption. The Fair Labor Standards Act (FLSA) exemptions apply only to white collar-type employees who fall under the salary and duties test that include executive, administrative, prof essional (learned and creative), computer, outside sales, and highly compensated employees.
質問 # 188
The president of a large company is planning to retire soon. The president has been with the company for 40 years, the longest tenure of any employee in the company, and has been president for the last 10 years. In addition to replacing its top leader, the company is also in the midst of conducting strategic planning for the next three years. The HR director has been placed in charge of overseeing the selection and transition process for the new president and has organized a search committee consisting of external board members. The search committee has identified three internal candidates for the position and must move forward with the process of selecting one to be president.
Senior leaders at the company have learned of the upcoming transition and the identity of the candidates. What should the HR director do to ensure the senior leaders stay with the company even if their favored candidate is not selected for the job?
- A. Allow all senior leaders to have a vote in the final selection decision.
- B. Implement a profit-sharing program that applies to all senior leaders.
- C. Advise the new president to meet with each senior leader individually.
- D. Hold town hall meetings with the new president for senior leaders to express their concerns.
正解：C
解説：
* Personal Engagement:
* Building Relationships: Individual meetings help the new president build personal relationships with senior leaders, fostering trust and collaboration.
* Addressing Concerns: These meetings provide an opportunity for senior leaders to express their concerns and for the new president to address them directly.
質問 # 189
What is an employee's right to have union representation during a disciplinary interview at the workplace called?
- A. Weingarten rights
- B. Right to counsel
- C. Garrity rule
- D. Loudermill rights
正解：D
解説：
A union member has the right to union representation in an investigatory interview that may result in discipline, and this right is known as "Weingarten."
質問 # 190
After a diversity council has been established, what is part of the next step in the Diversity and Inclusion (D&I) Strategic Process by Gardenswartz and Rowe?
- A. Build a diverse candidate pool through targeted recruiting initiatives.
- B. Assemble an employee resource group.
- C. Develop a diversity immersion program for managers and employees.
- D. Assess the results achieved by the diversity council.
正解：B
解説：
Establishing a diversity council is part of the third step of creating a diversity and inclusion (D&I) infrastructure. The next step (fourth step) is taking action and implementing the planned initiatives. This includes making changes to talent acquisition, on boarding. career advancement opportunities, and remuneration.
質問 # 191
The career path program was a hit with the sof tware developers. The next step in creating that cutting-edge workplace reputation is embracing flexible/remote work opportunities. Your CEO doesn't like the idea and thinks it would negatively impact productivity. However, you're confident that it's the way of the future. How would you sell the idea to the CEO?
- A. Suggest that you allow it for a maximum of once per week as a trial. Monitor the remote work output, and expand the program if successful.
- B. Provide positive case studies from other organizations that have embraced remote assignments.
- C. Remind the CEO that remote work assignments would expand your recruitment reach into other hot technology markets, not just local to your headquarters of the.
- D. Remind the CEO that not only is telecommuting cutting edge, but it allows sof tware developers to focus better and in turn produce higher-quality work.
正解：B
解説：
The most effective method of gaining leadership buy-in is to show, rather than tell. Ifthe CEO is willing to agree to a trial period, he/she will see the intangible benefits of allowing employees to work from home. Trial periods are effective methods of testing out a workplace program without a full commitment. The CEO is more likely to agree to this.
質問 # 192
A compensation philosophy is influenced by many factors. Which factor should have the LEAST amount of impact when defining an organization's compensation philosophy?
- A. Industry in which the organization works
- B. Availability of talent in the market
- C. Number of employees in the organization
- D. Current employee expectations
正解：D
解説：
Current employee expectations should not be a driving factor when defining an organization's compensation philosophy. Although it is important to pay a fair and equitable amount for the work being performed, employee expectations are of ten higher than the wage commensurate with the work performed.
質問 # 193
What is an important task of the HR department when a company expands outside of its home country?
- A. Research and identify HR vendors in each country.
- B. Balance the need of standardization with the necessity for localization.
- C. Restructure the HR department to mirror the global business structure.
- D. Prepare the workforce for global transfers and assignments.
正解：B
解説：
Finding the right balance between standardization and localization is an important part of HR's role in supporting the company's globalization efforts. Some policies, processes, and procedures will be consistent across the entire company. However, others will need to be adjusted to reflect the local culture of the host country.
質問 # 194
In a meeting with the executive leadership team, a strict performance management system with the goal of terminating underperforming employees is being discussed. How should the HR manager, who is attending the meeting, react when asked to implement the new system?
- A. The HR manager should implement the system as asked by the executive leadership team.
- B. The HR manager should address the lack of communication between the developers andtheir managers as a potential reason for the performance issues.
- C. The HR manager should point out the difficulty of hiring new developers, and challengemanagement to look at the underlying reasons for the low performance.
- D. The HR manager should discuss employee engagement initiatives that can improveemployee performance.
正解：C
解説：
The HR manager displays the leadership and navigation competency by guiding the senior management team to look at the problem from a different angle, considering factors they might have previously overlooked. Even though the HR manager should aim to align the HR strategy' with the company's strategic goals, he has to evaluate the decisions of the executive leadership team to be sure that they are in the best interest of the company. The HR manager does not know if low employee engagement or a lack of communication are reasons for the low performance, so addressing these would not be helpful.
質問 # 195
What guidance would you give to supervisors/managers for managing teams from different backgrounds?
- A. d. Facilitate face-to-face discussions among team members during times of conflict.
- B. Have weekly team meetings and ask employees to share what they,re working on for theweek
- C. Consider employees, cultural preferences before assigning work tasks.
- D. Get to know each team member and their background to build trust and establish therelationship first.
正解：A
解説：
Direct confrontations and group meetings where people are expected to share updates can be uncomfortable for some cultures. Supervisors and managers should focus their time and ener=v on establishing trust with each individual on their team.
質問 # 196
A new HR director is hired into the HR department of one at a midsize, engineering company. The HR director immediately notices that, unlike all other major departments, HR is never invited to any important meetings, or involved in strategic discussions. The president of the company sees the sole use of an HR department as meeting legal requirements and the core duties of the HR director are to onboard new employees, help them complete their paperwork and address employee complaints. The HR director sees several areas where HR can add value to the company such as improving employee engagement, automating various HR systems, and introducing a performance review process. The HR director recognizes that the company needs one to two additional HR employees to truly be able to implement these important initiatives.
When the HR director asks the president about the possibility of hiring two new HR employees, the president laughs and replies that one HR employee is costing the company more than enough.
A recently hired female engineer submits an HR complaint saying that she is not given the most visible opportunities despite her being one of the most experienced engineers at the company. After confirming that this is happening what should the HR director do in response?
- A. Form a women's mentoring group within the company.
- B. Meet with the employee's manager to develop a career plan to provide more visible opportunities for the employee.
- C. Make the engineer's manager aware of the bias and require diversity training for the team.
- D. Develop an equal opportunity statement and email it to all employees.
正解：B
解説：
* Individualized Approach: Developing a career plan with the employee's manager demonstrates a commitment to the employee's professional growth and addresses the specific issue of visibility in opportunities.
* Managerial Involvement: Involving the manager ensures that they are aware of the bias and can take proactive steps to support the employee, which is more effective than a general equal opportunity statement.
* Diversity and Inclusion: This approach aligns with SHRM's guidelines for promoting diversity and inclusion by addressing biases and creating opportunities for underrepresented groups.
References:
* SHRM, "Career Development Strategies in HR," available at SHRM.org.
* SHRM, "Addressing Unconscious Bias in the Workplace," available at SHRM.org.
質問 # 197
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. Remind managers in writing of the company's expectations for fair employee treatment.
- B. Mandate that managers provide comprehensive justification for promotion.
- C. Hire an external consultant to further tram managers on the code of conduct and ethical practice.
- D. Collaborate with managers to develop objective criteria for promotion decisions.
正解：D
解説：
* Objective Criteria: Developing clear, objective criteria for promotions helps eliminate bias and favoritism, ensuring that decisions are based on merit and performance rather than personal relationships.
* Manager Involvement: Collaborating with managers in this process increases buy-in and ensures that the criteria are relevant and applicable to various roles within the organization.
* Consistency: Objective criteria provide a consistent framework for evaluating all employees, promoting fairness and transparency in promotion decisions.
* Training and Communication: Once the criteria are developed, HR can train managers on how to apply them effectively and communicate the criteria to all employees to ensure understanding and alignment.
References:
* SHRM, "Developing Fair and Objective Promotion Criteria," available at SHRM.org.
* SHRM, "Ensuring Fairness and Transparency in Promotion Decisions," available at SHRM.org.
質問 # 198
What should be human resource's first task in creating the program?
- A. Researching learning management systems-obtaining quotes, checking references, and soon
- B. Taking inventory of each departments training needs and current processes
- C. Creating an organization-wide training calendar with scheduled training assignments anddue dates
- D. Becoming familiar with the legal requirements and best practices of training programs inthe industry
正解：B
解説：
Understanding the current state of training and the needs for each department will help human resources (HR) determine where the gaps are and what training needs to be eliminated, added, changed, or maintained. At that point, HR can verify that legal obligations are being met and best practices are being followed, and a plan can begin to take place.
質問 # 199
Assume the employee admitted that he/she began using cocaine about six months ago.
He/she says that he/she started using casually, but recently it's gotten out of control, and he/she needs help. What would be your next course of action?
- A. Your company has a zero-tolerance policy, so his/her employment should be terminatedimmediately.
- B. Explain that despite the substance abuse problem, he/she will be held to the sameperformance standards as any other employee.
- C. As an active drug addict, he/she is protected under the Americans with Disabilities Act, sowork with him/her to find a reasonable accommodation to help him/her get clean.
- D. Offer the employee Family and Medical Leave Act (FMLA)-protected leave to enroll andattend a rehab program.
正解：C
解説：
The most appropriate course of action would be to of fer Family and Medical Leave Act (FMLA)-protected leave so the employee can attend rehab. You might also verify with your insurance to see if, and how, it is covered. Although it is true that he/she could be held to the same standards as other employees, it is important to first provide the tools for the employee to get clean. Once he/she is recovered, you may hold him/her to that standard. Additionally, current drug users are not protected under the Americans with Disabilities Act, but recovered addicts are.
質問 # 200
Which group should be absolutely engaged when designing a global HR structure?
- A. Stakeholder
- B. Competitors
- C. Recruiters
- D. Consultants
正解：A
解説：
When designing a global HR structure, it is essential to engage stakeholders. Stakeholders are individuals or groups that have an interest in the success and outcomes of the organization and can include executives, managers, employees, and sometimes even external parties such as customers and investors. Engaging stakeholders ensures that the HR structure aligns with the strategic goals of the organization and addresses the needs and concerns of those who will be impacted by the HR policies and procedures.
* Identifying Stakeholders: Stakeholders in the context of a global HR structure typically include senior leadership, HR managers, and employees from various regions and departments.
* Understanding Needs and Expectations: By engaging stakeholders, HR can gather insights into the needs, expectations, and challenges faced by different parts of the organization. This information is crucial for designing a structure that supports the organization's goals and is responsive to its workforce.
* Ensuring Buy-In and Support: Engaging stakeholders early in the process helps to secure their buy-in and support, which is critical for the successful implementation of the new HR structure. Stakeholders who feel heard and involved are more likely to support the changes and help drive them forward.
* Alignment with Organizational Strategy: Stakeholders can provide valuable input on how the HR structure can best support the organization's strategic objectives, ensuring that HR initiatives are aligned with broader business goals.
References:
* SHRM guidelines on stakeholder engagement and HR structure design
* Best practices for involving stakeholders in organizational development
質問 # 201
What is a common reason behind an employee's resistance to change?
- A. Worry that change will result in unexpected costs
- B. Because it is outside of the employee,s comfort zone
- C. Fear that he or she will not be able to meet new performance expectations
- D. Belief that change is not possible
正解：C
解説：
One common reason an employee might express resistance to change is that he fears new and unfamiliar processes that are outside of his comfort zone. This is called the fear of the unknown.
質問 # 202
Which payment system disrupts the standard payroll cycle?
- A. Adaptable work arrangements
- B. Retirement account loan programs
- C. Pay advance programs
- D. Flexible earned wage access
正解：D
解説：
Flexible earned wage access disrupts the standard payroll cycle by allowing employees to access a portion of their earned wages before the traditional payday. This system provides employees with greater financial flexibility and can improve job satisfaction and retention.
* Definition: Flexible earned wage access allows employees to withdraw a portion of their earned wages at any point during the pay cycle, rather than waiting for the scheduled payday.
* Impact on Payroll Cycle: This disrupts the standard payroll cycle because it requires payroll systems to be able to track and process these early withdrawals, potentially on a daily basis, instead of the traditional bi-weekly or monthly cycle.
* Benefits to Employees: Employees benefit from having immediate access to their earned wages, which can help them manage unexpected expenses and reduce financial stress.
* Implementation Considerations: Employers need to consider the administrative and technological implications of implementing such a system, ensuring that it integrates smoothly with existing payroll processes and maintains compliance with labor laws.
References:
* SHRM articles on payroll management and financial wellness programs
* Studies on the impact of flexible wage access on employee satisfaction
質問 # 203
What is the best idea that the CHRO should look into further?
- A. Launch a quick diversity and inclusion project that can be used as the basis for the newemployment brand.
- B. Highlight the bank,s affirmative action plan in the new employment brand.
- C. Conduct a series of stay interviews to gather managers, views on diversity within the organization.
- D. Ask several employees to each make a short video showing what diversity in the workplacemeans to them.
正解：B
解説：
This suggestion displays the global and cultural effectiveness competency by taking advantage of the diverse perspectives that exist within the organization and involving employees in the development of a new employment brand. Efforts and views should come from the employees and managers themselves and not originate solely within the HR department. Diversity and inclusion programs generally take time to develop and cannot be expected to bring quick results.
質問 # 204
A small technology company needs to design and create a marketing campaign for a new software product it plans to offer in three months. Which type of worker should the HR manager select for the project?
- A. On-call
- B. Temporary
- C. Contract
- D. Part-time
正解：C
解説：
* Project-Based Needs: A contract worker is ideal for a project-based need such as designing and creating a marketing campaign for a new software product. They bring specific expertise and can focus entirely on the project until completion.
* Specialized Skills: Contract workers often have specialized skills that may not be available within the current workforce. This is crucial for a marketing campaign that requires specific marketing, design, or technology skills.
* Flexibility and Cost-Effectiveness: Hiring a contract worker provides flexibility and can be more cost-effective than hiring a full-time employee, as it eliminates the need for long-term employment costs such as benefits and taxes.
* Timely Delivery: Since the project has a clear timeline (three months), a contract worker can be engaged specifically for this period, ensuring that the work is completed on time without ongoing employment obligations.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on contingent workforce management
質問 # 205
Which describes an appropriate use of a personality assessment during the hiring process?
- A. Helps job applicants determine their potential ability to perform certain job tasks.
- B. Encourages similarity among members serving on a team.
- C. Assists managers in evaluating the performance of employees.
- D. Provides employers with information on job seekers' compatibility with job requirements.
正解：D
解説：
* Purpose of Personality Assessments:
* Compatibility: Personality assessments are used to determine how well a candidate's personality traits align with the requirements and culture of the job and organization.
* Fit for Role: These assessments help in identifying candidates who are likely to perform well in a given role based on their personality characteristics.
質問 # 206
The HR manager at a consulting firm notices a rapid increase in the demand for experienced leaders. The increase is making it difficult to hire managers at the same rate of pay compared to one year ago. The firm presently has three open manager positions and the three top candidates are demanding annual salaries higher than current managers' salaries. This morning the firm's CEO sent a companywide email announcing that staffing the job openings is a top priority to meet business demands. The email also indicated the firm is willing to pay a referral bonus. The HR manager knows that staffing the job openings will completely exhaust HR's budget, leaving no money to pay referral bonuses or make salary adjustments for incumbents. While reviewing the candidates' resumes the HR manager receives an email from an incumbent manager stating that the manager discovered the firm is offering higher salaries to applicants with less experience. The email also states the incumbent manager no longer trusts the leadership team and is going to seek other employment opportunities.
Which action should the HR manager take first to respond to the incumbent manager's email?
- A. Advise the incumbent manager to compare the firm's total compensation and benefits package to competitors' packages.
- B. Meet with the incumbent manager to discuss the non-monetary benefits offered by the firm.
- C. Explain to the incumbent manager how the changes in the job market have made it difficult to hire experienced managers.
- D. Ask the incumbent manager to stay with the firm until the job openings are staffed.
正解：C
解説：
* Contextual Explanation: The HR manager should provide the incumbent manager with context regarding the current job market and the increased demand for experienced leaders. This helps the incumbent understand the external factors influencing salary offers.
* Market Realities: Explaining the market conditions and how they have shifted since the incumbent was hired can help mitigate feelings of unfairness and build understanding.
* Transparency: Providing a transparent explanation about the hiring challenges and the rationale behind offering higher salaries to attract top talent shows respect for the incumbent's concerns and fosters trust.
* Retention Strategy: Addressing the issue directly with the incumbent manager can help alleviate their dissatisfaction and potentially retain their employment, which is crucial for maintaining stability within the team.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on employee retention and market compensation analysis
質問 # 207
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