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質問 # 59
Which is the best approach to improve a benefit program's impact on employee retention?
- A. Assessing benefit efficiency and cost-effectiveness
- B. Targeting benefits to the needs of specific groups
- C. Increasing awareness of available benefits
- D. Implementing new benefits based on benchmarks
正解：B
解説：
* Customized Benefits: Tailoring benefits to meet the diverse needs of different employee groups can significantly improve satisfaction and retention.
* Employee Surveys: Conducting surveys to understand the specific needs and preferences of various employee demographics helps in designing targeted benefit programs.
* Competitive Advantage: Offering targeted benefits can differentiate the organization from competitors, making it more attractive to current and prospective employees.
* Retention and Engagement: When employees feel their specific needs are met, their loyalty and engagement with the organization increase, leading to higher retention rates.
References:
* SHRM, "Strategic Benefits Planning," available at SHRM.org.
* SHRM, "Enhancing Employee Retention Through Tailored Benefits," available at SHRM.org.
質問 # 60
A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.
The manager is one of the office's top-performing employees with considerable influence over other employees' opinions about how the office is managed. What should the HR director do to prevent disruption to station operations while the flexible schedule policy is reviewed?
- A. Meet with the manager to explain the objective and timeline of the review process and ask for the manager's support in the interim.
- B. Conduct an onsite meeting with all employees at the broadcasting station to solicit input and discuss options and concerns.
- C. Ask the manager to be patient while HR reviews the flexible schedule policy.
- D. Issue an office wide statement indicating that HR is reviewing the flexible schedule policy and may make revisions.
正解：A
解説：
To prevent disruption while the flexible schedule policy is being reviewed, the HR director should:
* Meeting with the Manager: Hold a meeting with the manager to discuss the urgent request and explain the objective and timeline for reviewing the flexible schedule policy.
* Support and Collaboration: Seek the manager's support during the review process, emphasizing the importance of their role in maintaining stability and morale within the team.
* Transparency: Provide a clear timeline for the policy review and update the manager on the progress, ensuring transparency and managing expectations.
* Interim Solutions: Explore interim solutions that can accommodate the manager's needs without disrupting operations, such as temporary adjustments to the work schedule or trial telework arrangements.
* Communication: Communicate with the broader team about the ongoing review process, highlighting the organization's commitment to considering their needs and improving work arrangements.
This approach balances the immediate needs of the manager with the longer-term objective of a fair and comprehensive policy review, consistent with SHRM's best practices for managing change and maintaining employee engagement.
質問 # 61
When evaluating potential employee systems using the CARVER system, what six criteria should be used during the risk assessment?
- A. Compatibility acceptability reliability variability, exposure, and relativity
- B. Criticality, accessibility, recuperability. vulnerability, effect and recoverability
- C. Credibility, accountability recognizability, vacancy edge and reliability
- D. Changeability, alterability, results, viability, expertise, and redundancy
正解：B
解説：
* CARVER System: The CARVER system is a risk assessment tool used to evaluate potential targets
* based on six criteria: Criticality, Accessibility, Recuperability, Vulnerability, Effect, and Recognizability.
* Criteria Explanation:
* Criticality: The importance of the system or asset to the organization's operations.
* Accessibility: The ease with which the system or asset can be accessed or attacked.
* Recuperability: The ability to recover from damage or disruption.
* Vulnerability: The susceptibility of the system or asset to damage or disruption.
* Effect: The impact of the damage or disruption on the organization.
* Recognizability: The ease with which the system or asset can be identified as a target.
* Application: Using these criteria helps HR managers and security professionals prioritize risks and allocate resources effectively to protect critical systems and assets within the organization.
* Best Practices: Regularly conducting CARVER assessments allows organizations to identify and mitigate potential risks proactively, ensuring the continuity and security of their operations.
References:
* SHRM, "Risk Management in HR," available at SHRM.org.
* U.S. Department of Homeland Security, "The CARVER Target Analysis and Vulnerability Assessment Methodology."
質問 # 62
According to Ulrich, what is the primary intent of the business partner model?
- A. Creation of shared services between business units to reduce HR administrative burden
- B. Management of all HR processes for a business unit
- C. Business processes integration and alignment of daily work with business outcomes
- D. Transformation of the business unit to better align with HR directives
正解：C
解説：
* Ulrich's Business Partner Model:
* Core Objective: The business partner model aims to align HR activities closely with the strategic goals and operational needs of the business.
* Integration: It focuses on integrating HR functions into the business processes to ensure that HR activities support and drive business outcomes.
質問 # 63
Which strategy is most effective in motivating individual employee performance?
- A. Moving employees off tasks to new assignments
- B. Discussing the importance of the work being done
- C. Keeping employees intermittently updated
- D. Changing the performance goals regularly
正解：B
解説：
* Intrinsic Motivation: Discussing the importance of the work being done taps into intrinsic motivation, where employees find personal satisfaction and meaning in their work. Understanding the impact of their contributions can significantly boost motivation and performance.
* Purpose and Engagement: When employees see the value and purpose of their work, they are more likely to be engaged and committed. This sense of purpose drives higher performance and job satisfaction.
* Recognition and Value: Highlighting the significance of their tasks helps employees feel recognized and valued, which is crucial for maintaining high levels of motivation and productivity.
* Alignment with Goals: Ensuring that employees understand how their work contributes to the organization's goals fosters a sense of alignment and shared purpose, which can lead to better performance outcomes.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on employee motivation and engagement strategies
質問 # 64
An organization is experiencing an influx of administrative tasks and needs additional support on a short-term basis for four hours a day. Which is the best type of contingent worker for the role?
- A. Temporary employee
- B. Intern
- C. Contractor
- D. Part-time employee
正解：A
解説：
* Temporary Employees:
* Flexibility: Temporary employees provide the flexibility needed for short-term tasks and can be hired for specific periods or projects.
* Availability: They are readily available through staffing agencies and can quickly fill short-term needs.
質問 # 65
The marketing department at a large financial services company chooses five high-performing staff members every year to receive a performance award, which includes a monetary reward and recognition at an end-of-year meeting. Employees are chosen by managers in the marketing department. Each manager nominates two direct reports, and then all managers meet as a group to discuss nominees until a consensus is reached. The names of the winners are given to HR for final approval. The marketing department is preparing to begin this year's nomination process. There have been repeat winners in each of the last three years. A marketing employee files a complaint with the HR director about favoritism in the award process.
Additionally, the employee points out that newer employees rarely win the award, which lowers their morale.
New employees tend not to win because they spend a couple of years training and shadowing experienced employees before receiving tasks to perform independently.
The employee who submitted the complaint asks the HR director to provide more opportunities for new employees to be recognized. Which action should the HR manager take?
- A. Require each years group of nominees to include at least one new employee
- B. Send an email to new employees each year thanking them for their contributions.
- C. Announce the names of new employees at the end-of-year meeting.
- D. Suggest managers give new employees more informal recognition which will increase the performance.
正解：A
解説：
* Inclusive Recognition: Including at least one new employee in the group of nominees ensures that newer employees have opportunities to be recognized, which can boost their morale and motivation.
* Diverse Perspectives: This approach encourages managers to consider the contributions of newer employees, ensuring a more diverse and inclusive nomination process.
* Development and Engagement: Recognizing new employees early in their careers can encourage their continued development and engagement, fostering a culture of recognition and growth.
* Fairness and Equity: This strategy helps address concerns about favoritism and ensures that all employees, regardless of tenure, have a chance to be recognized for their contributions.
References:
* SHRM, "Employee Recognition Programs: Best Practices," available at SHRM.org.
* SHRM, "Building an Inclusive Workplace," available at SHRM.org.
質問 # 66
The marketing department at a large financial services company chooses five high-performing staff members every year to receive a performance award, which includes a monetary reward and recognition at an end-of-year meeting. Employees are chosen by managers in the marketing department. Each manager nominates two direct reports, and then all managers meet as a group to discuss nominees until a consensus is reached. The names of the winners are given to HR for final approval. The marketing department is preparing to begin this year's nomination process. There have been repeat winners in each of the last three years. A marketing employee files a complaint with the HR director about favoritism in the award process.
Additionally, the employee points out that newer employees rarely win the award, which lowers their morale.
New employees tend not to win because they spend a couple of years training and shadowing experienced employees before receiving tasks to perform independently.
After the nominations are submitted to HR, a product manager asks the HR director not to approve a nominee who recently insulted the manager during an argument. Which action should the HR director take?
- A. Meet with the nominee to learn more information about the incident.
- B. Explain to the manager that the award is based on performance and not interpersonal relationships.
- C. Suggest the manager should not influence awards for the marketing department.
- D. Direct the manager to discuss the issue with the employee.
正解：B
解説：
* Objective Criteria: Awards should be based on objective performance criteria rather than personal conflicts or interpersonal relationships. This ensures fairness and maintains the integrity of the award process.
* Policy Adherence: The HR director should reinforce that the company's policies and criteria for performance awards are followed strictly, preventing any bias or favoritism.
* Conflict Resolution: The HR director can address the interpersonal issue separately by encouraging the manager and the employee to resolve their differences through appropriate conflict resolution methods.
* Maintaining Morale: Ensuring that awards are based on performance helps maintain employee morale and trust in the recognition system, promoting a positive and fair workplace culture.
References:
* SHRM, "Performance Management: Strategies and Best Practices," available at SHRM.org.
* SHRM, "Creating a Fair and Equitable Reward System," available at SHRM.org.
質問 # 67
Which process should the HR manager use to identify employees' developmental needs and readiness for future roles?
- A. Talent reviews
- B. Succession planning
- C. Performance reviews
- D. Workforce planning
正解：A
解説：
* Talent Reviews: Talent reviews are systematic evaluations of employees' skills, performance, and potential to identify their developmental needs and readiness for future roles.
* Developmental Needs Assessment: Through talent reviews, HR managers can identify gaps in skills and knowledge that need to be addressed to prepare employees for higher responsibilities.
* Succession Planning Integration: Talent reviews often feed into succession planning by providing data on which employees are ready for advancement and what development they need to fill future roles effectively.
* Best Practices: Conducting regular talent reviews helps ensure that the organization has a robust pipeline of qualified candidates for critical roles, aligning employee development with organizational goals.
References:
* SHRM, "Talent Review Meetings: Best Practices and Steps," available at SHRM.org.
* SHRM, "Developing an Effective Succession Planning Process," available at SHRM.org.
質問 # 68
A company has grown into a midsize organization and has retained its legacy staff throughout the years.
Hiring has increased introducing a new demographic landscape and disrupting employee morale. Which is the most effective solution for the HR director to recommend?
- A. Conduct a job analysis evaluating whether employees remain qualified for jobs.
- B. Establish an intergenerational mentoring program to increase collaboration.
- C. Evaluate training and development opportunities for employees with outdated skills.
- D. Offer longer-tenured employees early retirement packages comparable with the market.
正解：B
解説：
* Intergenerational Mentoring: This program facilitates knowledge transfer between newer and more experienced employees, fostering a culture of collaboration and mutual respect.
* Improving Morale: By pairing legacy staff with new hires, the organization can address morale issues, helping tenured employees feel valued while also assisting new employees in their integration.
* Skill Development: Both mentors and mentees can benefit from this program, as it provides opportunities for developing new skills and perspectives.
* Cultural Integration: Such programs help blend different demographics and work styles, contributing to a more cohesive organizational culture.
References:
* SHRM, "Mentoring Programs in the Workplace," available at SHRM.org.
* SHRM, "Managing Workforce Demographics: Strategies for a Multigenerational Workforce," available at SHRM.org.
質問 # 69
Which describes an appropriate use of a personality assessment during the hiring process?
- A. Provides employers with information on job seekers' compatibility with job requirements.
- B. Encourages similarity among members serving on a team.
- C. Helps job applicants determine their potential ability to perform certain job tasks.
- D. Assists managers in evaluating the performance of employees.
正解：A
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 # 70
A newly hired chief human resource officer (CHRO) discovers a flaw in the time-keeping policy that allows senior executives to receive full salaries and benefits without working the expected full-time hours. The CHRO reviews corporate data and identifies three senior executives in the sales department who regularly worked half the expected full-time hours for the past two years. The CHRO also discovers that the sales department has the lowest levels of employee engagement and morale across the corporation. However, the CHRO knows these three senior executives have been with the corporation for over a decade and have established strong alliances with the CEO. The CHRO presents the issue to the CEO and learns the CEO was unaware of the flaw in the policy. The CHRO and CEO agree to discuss the issue during the next executive team meeting.
Prior to the executive team meeting, the three sales department senior executives confront the CHRO in person. The executives state that working less than the expected full-time hours is justified because the CEO has made them return early from vacation on multiple occasions. How should the CHRO respond?
- A. Explain to the senior executives why it is unfair for them to work less than the expected full-time hours.
- B. Advise the senior executives to start working the expected full-time hours to avoid disciplinary action.
- C. Suggest the senior executives speak to the CEO about their concerns.
- D. Offer to schedule a meeting with the executives to discuss their concerns.
正解：D
解説：
* Professional Response:
* Respectful Dialogue: Offering to schedule a meeting shows respect for the executives' concerns and promotes a professional dialogue.
* De-escalation: This approach helps to de-escalate the situation and provides a forum for a constructive discussion.
質問 # 71
A recent company survey shows that 70% of employees report not having mastered the skills needed to do their jobs. Which approach to learning and development should the HR director implement to best help employees master the missing skills?
- A. Use pre- and post-training surveys.
- B. Offer a diverse catalog of micro-courses.
- C. Apply the forgetting curve.
- D. Gamify professional development opportunities.
正解：B
解説：
* Targeted Learning: Micro-courses allow employees to focus on specific skills they need to develop, which can address the gaps identified in the survey more effectively than broader training programs.
* Flexibility: Micro-courses can be completed at an employee's own pace and are more adaptable to different learning styles, making them a practical solution for busy professionals.
* Engagement: Short, focused courses are more engaging and less overwhelming than longer training sessions, increasing the likelihood that employees will complete the training and retain the information.
References:
* SHRM, "Effective Strategies for Employee Learning and Development," available at SHRM.org.
* SHRM, "Microlearning: Maximizing Employee Training Programs," available at SHRM.org.
質問 # 72
According to the Equal Pay Act of 1963, which working condition requires equal pay?
- A. Varied geographic locations
- B. Shifts on different days of the week
- C. Different production levels
- D. Separate first-shift production lines
正解：B
解説：
* Equal Pay Act Overview: The Equal Pay Act of 1963 requires that men and women be given equal pay for equal work in the same establishment. The jobs need not be identical, but they must be substantially equal in terms of skill, effort, responsibility, and working conditions.
* Working Conditions Definition: Under the Equal Pay Act, working conditions refer to the physical
* surroundings and hazards involved in the job. They do not typically include factors such as time of day or geographic location.
* Shifts on Different Days: Working conditions such as shifts on different days of the week are considered to be substantially similar, as the nature of the work and the environment in which it is performed do not change significantly. Therefore, employees working different shifts on different days are entitled to equal pay if their jobs are otherwise substantially equal.
* Non-Qualifying Conditions: Separate first-shift production lines, varied geographic locations, and different production levels do not necessarily require equal pay under the Equal Pay Act as these factors can involve different working conditions, responsibilities, or cost-of-living adjustments.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on Equal Pay Act compliance and working conditions
質問 # 73
How should an HR director create a workforce plan to manage headcount?
- A. Facilitate the information-gathering process to determine talent inventory.
- B. Identify talent gaps as a result of necessary skillset changes.
- C. Modify the hiring plan based on attrition.
- D. Determine the competencies needed for current open positions.
正解：A
解説：
Creating an effective workforce plan involves understanding the current talent inventory. This includes gathering comprehensive data on the existing workforce, such as skills, competencies, and capabilities. By facilitating this information-gathering process, the HR director can accurately assess the current talent pool, identify gaps, and make informed decisions about future hiring and development needs.
References:
* SHRM Workforce Planning Guide
* SHRM Learning System for SHRM-SCP
質問 # 74
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.
The candidates for the position are all engineers with limited experience in business management. What is the best indicator that the candidates will be able to succeed in the position despite a lack of business background?
- A. Demonstrated success in making sound business decisions in recent positions
- B. Scoring highly on a competency-based managerial assessment of business skills
- C. Consistently high ratings by colleagues on interpersonal skills
- D. Commitment to pursue an executive master's of business administration soon after assuming the position
正解：A
解説：
* Demonstrated Business Acumen:
* Importance: Successful business decision-making indicates that the candidates possess practical business acumen, which is crucial for the role of president.
* Evidence of Capability: Past success in business decisions reflects their ability to navigate complex business challenges and contribute to strategic goals.
質問 # 75
A small company in the energy industry has a policy that states that employees who work overtime hours will be compensated with leave rather than with cash. Due to the nature of the industry, overtime work is common for employees who work in departments within the company's core areas of operations. Employees throughout the company have been unhappy with this policy for many years, but have remained willing to work overtime hours when asked. However, managers are becoming increasingly reluctant to approve the leave that employees have earned because it leads to staffing shortages. As a result, more and more employees are refusing to work overtime hours. Senior leaders ask the company's HR business partner (HRBP) to investigate the problem further and to provide a solution. Senior leaders accept a recommendation from the HRBP to amend the current overtime policy to provide overtime pay to employees in the core areas of operations.
Because they work so little overtime no change is recommended for employees in the administrative areas.
The administrative employees complain that the new policy is unfair. What should the HRBP do?
- A. Meet with administrative employees to address their concerns and explain the rationale behind the business decision.
- B. Invite administrative employees to discuss their concerns with HR.
- C. Tell the administrative employees that they should document their grievances in writing so that HR can formally present their complaints to the company's senior leaders
- D. Conduct a salary review for administrative staff to ensure they are being paid competitively.
正解：A
解説：
* Open Communication: Schedule a meeting with administrative employees to discuss their concerns regarding the new overtime policy. This demonstrates that HR values their input and is willing to engage in dialogue.
* Rationale Explanation: Clearly explain the business rationale behind the decision to amend the overtime policy for core operations employees. Emphasize that the nature of their work requires more frequent overtime and that the policy adjustment is aimed at addressing specific operational needs.
* Listening to Concerns: Actively listen to the concerns of administrative employees. Understanding their perspective can provide valuable insights and help in identifying any unintended consequences of the policy change.
* Fairness and Equity: Reassure administrative employees that their roles and contributions are valued.
Explain that the decision was made based on operational requirements and not as a reflection of their importance to the organization.
* Follow-up Actions: Based on the feedback received during the meeting, consider if any additional measures can be implemented to address administrative employees' concerns. This might include reviewing their salary competitiveness or finding other ways to acknowledge their contributions.
This approach aligns with SHRM's guidelines on effective communication, fairness, and employee engagement.
質問 # 76
An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP's internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP's clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.
The HRBP wants to provide suggestions to the organization's executives about how to improve communication within the company, but the CHRO does not include the HRBP in strategic discussions that the CHRO has with other executives. What should the HRBP do?
- A. Meet with other executives informally to share the HRBP's suggestion.
- B. Write an email to the CHRO explaining the suggestions of the HRBP.
- C. Schedule a meeting with the CHRO to explain the HRBP's suggestions.
- D. Email the CHRO asking if the HRBP may attend the next strategic discussion meeting.
正解：C
解説：
* Direct Communication: Scheduling a meeting with the CHRO allows the HRBP to communicate suggestions directly and in detail, ensuring that the CHRO fully understands the issues and proposed solutions.
* Building Relationships: This approach helps strengthen the relationship between the HRBP and CHRO, fostering better communication and collaboration.
* Addressing Issues: Discussing the suggestions in a meeting provides an opportunity to address any concerns the CHRO may have and to discuss the benefits of implementing the proposed changes.
* Professional Approach: A formal meeting demonstrates professionalism and shows the HRBP's commitment to improving communication and strategic alignment within the organization.
References:
* SHRM, "Effective Communication Strategies for HR Leaders," available at SHRM.org.
* SHRM, "Strengthening HR's Strategic Influence," available at SHRM.org.
質問 # 77
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. Ask the incumbent manager to stay with the firm until the job openings are staffed.
- D. Explain to the incumbent manager how the changes in the job market have made it difficult to hire experienced managers.
正解：D
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 # 78
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