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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q332-Q337):
NEW QUESTION # 332
The assistant manager has four trainees directly reporting to him. His trainees attend quarterly training seminars at the corporate of the and are asked to prepare for the next one by setting a prof essional goal. The assistant manager meets with each of them before the training to review the goals that they set. Which of the employees should the assistant manager encourage to change their goal?
- A. Employee A: My goal is to successfully complete the training program by September.
- B. Employee B: My goal is to increase my add-on sales by 10% over the next three months,
- C. Employee C: My goal is to submit three employee referrals to talent acquisition before theend of the year.
- D. Employee D: My goal is to double the store,s prof itability over the next six months.
Answer: D
Explanation:
According to the goal-setting motivation theory, goals need to be precise, clear, measurable, challenging, and attainable. The goals of employees A, B and C fit this criterion. Employee D's goal is not likely to be attainable by a trainee, and therefore the assistant manager should encourage him to rephrase the objective.
NEW QUESTION # 333
An organization decides to partner with two employment service agencies for a temp-to- lease program. HR is asked to write the staffing contract. What best practice should they keep in mind?
- A. Refrain from pricing negotiations.
- B. Consult with legal counsel.
- C. Specify an end date of service in the contract.
- D. Utilize a standard contract.
Answer: C
Explanation:
HR should consult with legal counsel when writing a staffing contract. They should avoid setting end dates in the contract so it can be terminated in case of dissatisfaction. They should also stay away from generic contract forms. Finally, they should negotiate the price of the staffing company's service.
NEW QUESTION # 334
Which initiative would have a long-term effect on increasing the number of women in executive positions?
- A. Expanding salary bands and incentive programs
- B. Establishing mentor groups and training programs
- C. Conducting focus groups with the executives
- D. Adopting a work-from-home policy
Answer: B
Explanation:
Mentorship Programs: Implementing mentorship programs where senior executives mentor women in the organization can provide guidance, support, and career development opportunities.
NEW QUESTION # 335
At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.
Senior leaders at the company express a desire to eliminate training and development opportunities because they have become too costly for the company. What should the HR director do?
- A. Survey employees on their perceived effectiveness of training and development in improving their performance.
- B. Implement blended training approaches to decrease training costs.
- C. Conduct a cost-benefit analysis on providing training and development opportunities to employees.
- D. Analyze industry trends on the relationship between business performance and training and development opportunities.
Answer: C
Explanation:
* Comprehensive Evaluation:
* Cost-Benefit Analysis: This method provides a detailed assessment of the costs involved in training and development versus the benefits gained from these programs.
* Informed Decision: The analysis helps in making informed decisions by quantifying the return on investment (ROI) of training initiatives.
NEW QUESTION # 336
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. Direct the manager to discuss the issue with the employee.
- C. Suggest the manager should not influence awards for the marketing department.
- D. Explain to the manager that the award is based on performance and not interpersonal relationships.
Answer: D
Explanation:
* 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.
NEW QUESTION # 337
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