SHRM-SCP

SHRM-SCP practice questions, page 6 of 12, with answer review and explanations.

Question 26

The HR manager presents an attrition analysis to the executive leadership team and highlights training interventions and job rotations as action items to prevent high-performers from leaving the organization. What type of analysis is described?

  1. Predictive
  2. Descriptive
  3. Prescriptive
  4. Cognitive

Question 27

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 recognizes that internal clients are frustrated by the HRBP's inability to assist with issues. The HRBP is concerned internal clients are losing trust in the HR function. What should the HRBP do to address this, given that the HRBP is still trying to address the CHRO’s poor communication?

  1. Send each client an email accepting full responsibility for the problems and promising to improve.
  2. Meet with each client individually to discuss what each client would like the HRBP to do to improve.
  3. Ask the CHRO to meet with each client to explain the reason for the frequent miscommunication.
  4. Conduct a survey of internal clients to measure the level of trust in the HR function.

Question 28

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?

  1. Write an email to the CHRO explaining the suggestions of the HRBP.
  2. Schedule a meeting with the CHRO to explain the HRBP's suggestions.
  3. Email the CHRO asking if the HRBP may attend the next strategic discussion meeting.
  4. Meet with other executives informally to share the HRBP’s suggestion.

Question 29

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. What should the HR director do in order to decrease the likelihood of candidates not selected for the job becoming upset and leaving the company?

  1. Develop a career path and development plan for all candidates to ensure they have a reason to stay.
  2. Suggest that the board of directors provide raises for all candidates regardless of whether they get the position.
  3. Meet with each candidate periodically to ensure they understand and are satisfied with the steps in the selection process.
  4. Suggest that the board of directors restructure the organization in such a way that all candidates will get a new position.

Question 30

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?

  1. Consistently high ratings by colleagues on interpersonal skills
  2. Commitment to pursue an executive master’s of business administration soon after assuming the position
  3. Demonstrated success in making sound business decisions in recent positions
  4. Scoring highly on a competency-based managerial assessment of business skills