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Question 1

181.. The HR director’s job at a mid-sized company has just moved from being a corporate-based position to a field-based position that covers a large geographic region. The regional manager in the HR director’s region requests that the HR director join a conference call to discuss a pending termination. The HR director is unfamiliar with many of the acronyms used throughout the call. After the discussion, the regional manager states that the company must terminate the employee immediately. Based on the HR director’s understanding of the call, he does not believe that the employee’s actions warrant termination. Others on the call express mixed reactions to the termination suggestion. The regional manager then calls for a vote on the termination. What action should the HR director take first when asked to vote on the termination?

A) A. Ask the regional manager to clarify the unfamiliar acronyms.

B) B. Abstain from voting based on unfamiliarity with the situation.

C) C. Vote based on the information that was understood during the call.

D) D. Ask the regional manager to submit a rationale for the termination in writing.

Answer 1

181. Correct Answer: A

Question 2

182. Which action should the HR consultant prioritize when conducting the review of the organization’s payroll practices?

A) A. Determine which current payroll metrics are the most appropriate to analyze system efficiencies.

B) B. Analyze payroll data and processes to identify dual control inadequacies in current payroll processes.

C) C. Interview employees to identify misunderstandings and inconsistencies around payroll policy.

D) D. Observe HR employees completing all payroll activities, carefully documenting each activity as it is witnessed

Answer 2

182. Correct Answer: B

Question 3

183. How should the CHRO assess the impact of these changes on the business goals and objectives?
     A) A. Communicate and post compliance requirements in each location.

B) B. Determine the number of employees at each location.

C) C. Conduct an employee satisfaction survey.

D) D. Develop and assess metrics that measure the outcomes of the changes.

Answer 3

183. Correct Answer: D

Question 4

184. Which actions should the SVP of HR take first to respond to the news about the threatened work actions?

A) A. Manage the risk by waiting to see the employees’ actions and then respond accordingly.

B) B. Recommend that the organization lock out and then terminate employees who participate in this action.

C) C. Share the information with the senior leadership team so that they can formulate a response.

D) D. Review the business continuity plan with leaders and develop a short-term staffing plan.

Answer 4

184. Correct Answer: D

Question 5

185. Given the lack of trust in members of the HR team, which step should the CHRO take to best improve the perception of team members?

A) A. Coordinate information sessions for stakeholders to interact with HR team members and better understand their roles.

B) B. Task the HR team with creating profiles for each role in the department to highlight the skill set of each team member.

C) C. Task the HR business partners with facilitating interactions between stakeholders and other HR
team members.

D) D. Request feedback from stakeholders each time a request for information is fulfilled by any member of the HR team.

Answer 5

185. Correct Answer: C

Question 6

186. The sales department of a company is in the midst of reorganization. An important factor in the decision to reorganize was the president’s concern over lagging sales and missed targets for the past two years and a desire to restructure the compensation plan for this group. Once the reorganization was announced, the director of the sales group resigned. This gave the company the opportunity to restructure the leadership of this area, resulting in a new vice president (VP) of sales being hired, replacing the former one. As part of the new VP’s onboarding, the HR director updates the VP on the sales reorganizing activities to date and on employee performance in the area. He also shares the proposed structural changes and indicates that the former VP sales leader may have shared these plans prematurely with the sales staff. The plans include possible staff reductions and ending unprofitable customer relationships. What recommendation should the HR director make to influence the VP to focus on the retention of key salespeople?

A) A. Develop a bonus system to align with the mission, vision, and core values of the organization.

B) B. Wait six to eight months to make any changes, while the VP investigates the issues with the sales team for herself.

C) C. Pay out retention bonuses to high-potential employees for a period of time.

D) D. Wait until employees express interest in leaving to come up with a plan for retention.

Answer 6

186. Correct Answer: A

Question 7

187. A high-potential member of the HR function wants to develop consultative skills. The HR director notes that the individual has a natural talent in analyzing problems and in establishing relationships with others. What other skill or knowledge could the individual develop to support the consultation role?

A) Technical expertise in business processes

B) Knowledge of legal requirements

C) Building trust with others

D) Understanding of the organization’s business and environment

Answer 7

187. Correct Answer: D

Question 8

188. While examining organizational restructuring options, the HR manager determines that several nontechnical positions could be eliminated by implementing an expensive software solution. Which action should the HR manager recommend to the VPO to decide if the software should be implemented?

A) A. Prepare a budget and staffing plan for the software implementation.

B) B. Estimate the cost of severance packages for affected employees.

C) C. Identify other positions to which the affected employees could be transferred.

D) D. Evaluate the cost savings that will be achieved by eliminating the positions

Answer 8

188. Correct Answer: D

Question 9

189. What should the HR director propose to fix the weak performance metrics and standards?

A) A. Partner only with the CEO, revaluate what the organization’s mission is, and build strong performance metrics that are properly aligned with the organization’s goals.

B) B. Partner with the head of each department and work with only them on developing metrics.

C) C. Partner with CEO and the head of each department to create strong performance metrics that are aligned with the organization’s mission.

D) D. Analyze the company’s mission and independently create strong performance metrics.

Answer 9

189. Correct Answer: C

Question 10

190. Once the new culture is defined, which is the best approach for the CHRO to take for fostering its adoption by all employees?

A) A. Create a task force to analyze workforce trends and behaviors quarterly.

B) B. Establish ongoing and regular two-way communication with all employees.

C) C. Include company culture as part of the new employee onboarding program.

D) D. Develop hiring and selection criteria based on the new cultural values.

Answer 10

190. Correct Answer: B

Question 11

191. An HR leader is proposing to senior management that HR be provided with the time and resources to conduct a full compensation structure analysis. The HR leader chooses two cases to show the effects of misaligned compensation. The compensation is well over market rates in one instance and well below market value in the other. (The rates are derived from a national compensation survey.) What does this proposal demonstrate?

A) Supporting an argument with insufficient and unrepresentative data

B) Commitment to data gathering and analysis

C) Cherry-picking data that will support the leader’s plan

D) Belief that decisions should be based on evidence

Answer 11

191. Correct Answer: D

Question 12

192. To conduct an investigation, an HR professional must be skilled in which competencies?

A) Interviewing skills, listening, and observing

B) Being inquisitive, hearing, good interpersonal skills

C) Intuition, strong written skills, verbal skills

D) Able to think on his or her feet, good writer and presenter

Answer 12

192. Correct Answer: A

Question 13

193. A new CEO of a food products company asks the vice president of HR in a meeting, “On average, what does a food scientist make here?” The company is large, with operations in different locations with different market rates. Many of the operations were acquired, and their staffs have more tenure. How should the vice president handle this question?

A) Provide the average signing salary for new scientists for the past year.

B) Provide a weighted average that accounts for location and longevity.

C) Identify an industry average. This will serve the CEO’s needs.

D) Calculate a simple average of salaries for scientists at all levels and in all locations.

Answer 13

193. Correct Answer: B

Question 14

194. A newly hired HR director has been assigned to lead the company’s total rewards strategy development and implementation. The company’s CEO expresses full support for the HR director and expects key outcomes to be realized from this initiative. The HR director has learned since joining the company that there are significant challenges to overcome in order to be successful. Within the HR department, the benefits manager and the compensation manager do not care for each other, either professionally or personally. Each feels the other has been treated more favorably by the former HR director by receiving desired resources for their areas. The senior leadership team has not been happy with the HR department as a whole and is skeptical about any change initiatives led by HR. A common theme centers on past employee surveys conducted by HR. Most of the senior leaders feel that HR used the data to make them and their departments look bad in the eyes of the CEO. Lastly, the HR director understands that the company’s hourly workforce has not had a pay increase in the last three years, while virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals. Which action should the HR director take to elicit buy-in for the total rewards program from the leadership team?

A) A. Share with members of the leadership team the importance of the total rewards program when the topic comes up.

B) B. Coach the CEO to explain the benefits of a total rewards strategy one on one to the leaders.

C) C. At the next leadership team meeting, explain that a strong total rewards strategy is important.

D) D. Present benchmark data that aligns a solid total rewards program with company strategies and financial success.

Answer 14

D) D. Present benchmark data that aligns a solid total rewards program with company strategies and financial success.

Question 15

195. How can the new manager assigned to the HRIS project support his confused team members?

A) A. Set up a briefing session to go back over the basics and clarify all of the tasks for the entire team.

B) B. Give the team a motivational talk to reassure them that he has a great deal of confidence in each of them.

C) C. Assume that the team members will let the HR manager know on their own if there are any issues.

D) D. Enlist the support of the HR director and ask her how to get the team back on track.

Answer 15

A) A. Set up a briefing session to go back over the basics and clarify all of the tasks for the entire team.

Question 16

196. An HR director wants resources to purchase new technology. The IT director is an obvious choice for an ally, but the finance director seems very enthusiastic and eager to help. How should the HR director approach this situation?

A) Think more about what the finance director might want from this alliance.

B) Make the argument to management based on the initiative’s merit rather than on its internal support.

C) Accept finance’s offer of help gratefully, since finance will be providing the necessary budget in the end.

D) Decline the finance director’s offer and focus on the IT director.

Answer 16

196. Correct Answer: A

Question 17

197. A new HR director with a manufacturing firm is completing a new-hire rotational training program. The director spends six months in three departments: manufacturing, finance, and facility services. During the rotation, the HR director works closely with the leadership team in each department to complete a recruiting needs assessment. During the finance rotation, the HR director learns that the finance director has a close working relationship with a recruiting firm in which the owner is a former employee with significant knowledge of the organization. However, the current time-to-fill ratio and turnaround time for the firm are below average. The HR director carefully reviews the current recruiting strategies and decides to begin a search for a primary vendor partner for recruitment services. The HR director sets a goal to present a list of finalists with a final recommendation at the next quarterly executive leadership meeting. With the decision made to begin a search for a new primary vendor partner for recruitment services, which next step should the HR director take?

A) A. Solicit recommendations from each department lead to compile a final list based upon the needs in each department.

B) B. Develop a survey for hiring managers to capture feedback on their satisfaction with current recruiting vendors.

C) C. Partner with the department leads to design a request for proposal (RFP) to send to potential recruiting vendors.

D) D. Compile a list of all current recruiting partners used across all departments and request rankings from department leads.

Answer 17

197. Correct Answer: C

Question 18

198. The employee relations manager informs the vice president of HR that they have run demographic reports and have found that almost half of the current workforce has less than four years of service, which raises the question of whether the old survey will be a valid baseline. What would be the most effective response?

A) A. The vice president should consult with the CEO as to the aging of the data that was intended to serve as a baseline, compounded with the workforce turnover since that time.

B) B. The vice president should ignore the employee relations manager’s input, since she has already committed to using the baseline results of four years ago as outlined with the CEO.

C) C. The vice president should request that the employee relations manager not share this information with the CEO since it really has no impact anyway.

D) D. The vice president should thank the employee relations manager for the information, point out that a majority of the workforce was here then, and proceed with the survey.

Answer 18

198. Correct Answer: D

Question 19

199. Leadership is satisfied with the analysis of this business opportunity and approves the budget for the project. The VP of HR knows that without buy-in and support from all internal stakeholders, this project will struggle. She volunteers to focus on engaging the project stakeholders. What would be the best way to do this?

A) A. Invite them to a social gathering where they can get to know the VP of administration.

B) B. Propose specific resources the stakeholders can provide to the project.

C) C. Send a note to all the stakeholders and let them know that she is willing to meet with them if they have any questions.

D) D. Interview the stakeholders individually to discuss the project and gather their reactions.

Answer 19

199. Correct Answer: D

Question 20

200. The corporate compensation team oversees the performance appraisal process. Which action should the senior manager take to identify and prevent excessive or inequitable salary increases from occurring in the future?

A) A. Add alternative pay plans for rewarding exemplary performance, such as stock options or performance grants.

B) B. Engage an outside consultant to review the performance appraisal process in order to suggest possible improvements or changes.

C) C. Form a company-wide project committee to evaluate the performance appraisal process and make recommendations for improvements or changes.

D) D. Review proposed salary increases tied to performance appraisals for compliance with guidelines prior to communicating them to employees.

Answer 20

D) D. Review proposed salary increases tied to performance appraisals for compliance with guidelines prior to communicating them to employees.

Question 21

201. The company budget for professional development is minimal, which is why the CHRO voluntarily provides coaching. What should the HR director do to persuade the company’s executive team to increase professional development investment?

A) A. Schedule a meeting with the CEO to discuss the executive team’s priorities and goals for professional development.

B) B. Hire a third-party consultant to provide recommendations to the executive team on effective professional development policies.

C) C. Convene a task force composed of HR staff to evaluate how employees are being developed across the company.

D) D. Schedule a meeting with the CEO to design and develop a leadership development university for the entire organization

Answer 21

A) A. Schedule a meeting with the CEO to discuss the executive team’s priorities and goals for professional development.

Question 22

202. A vice president of HR observes two HR members arguing heatedly about an activity they both need to work on. How should the vice president approach this situation?

A) Find out what personality issues are driving this conflict.

B) Encourage conflict, because it can stimulate innovation.

C) Proactively determine how to set ground rules so that no conflicts occur in the first place.

D) Determine first if the conflict is based on tasks or values or communication styles.

Answer 22

202. Correct Answer: D

Question 23

203. Two members of the HR strategy team constantly argue about priorities, and their conflict could now possibly impact the schedule. The vice president of HR tells them both to stop arguing and defines the priorities. What conflict management style did she use?

A) Force

B) Collaborate

C) Compromise

D) Avoid

Answer 23

203. Correct Answer: A

Question 24

204. An HR manager wants to alert the HR director about a potentially serious employee complaint. Since the HR director is always busy and it is hard to find a private moment to discuss the issue, the manager sends an e-mail. What is the likely outcome?

A) The HR director will not receive this crucial information about an organizational risk.

B) The HR director will be able to move quickly to manage potential risks to the employer and employees.

C) The HR director will ask the manager why the manager has not already investigated and addressed the issue.

D) The HR director will not appreciate that the manager has communicated the issue in a way that can be documented.

Answer 24

204. Correct Answer: A

Question 25

205. An HR manager observes a supervisor describing an assignment to a staff person. The supervisor is doing all the talking. The HR manager notes that the staff person looks confused and uncomfortable. What should the HR manager do?

A) Talk privately with the staff person about being more assertive in these situations.

B) Don’t interfere. The supervisor should not be undermined with his or her staff members.

C) Go to the supervisor’s superior and suggest that the supervisor take a communications class.

D) Bring up the skill of active listening with the supervisor in a private conversation.

Answer 25

205. Correct Answer: D

Question 26

206. Which is the best method for HR to use when marketing the company’s EVP?

A) A. Use the company’s website, with a link on the home page to employment information for candidates.

B) B. Leverage technology that appeals to and is used by multi-generation candidates to ensure maximum exposure.

C) C. Require all applicants to apply online through an Internet-based job board by PC or through mobile access.

D) D. Use a combination of technology-driven and traditional marketing methods to attract potential candidates.

Answer 26

A) A. Use the company’s website, with a link on the home page to employment information for candidates.

Question 27

207. The chief human resources officer (CHRO) for a leading global supplier of technology solutions in the call center industry reports to the CEO and personnel committee of the board of directors. The board has decided to end the employment contract with the CEO, citing frustration with the terms of the contract, and has asked the CHRO to lead the search for a replacement while the chief operating officer steps in as interim CEO. The dismissed CEO was very likeable and outgoing. He engaged and interacted often with many frontline employees and supervisors when visiting global locations. Before his departure, he had agreed on an organizational engagement strategy proposed by the CHRO that included a recently announced survey. The announcement of the survey generated excitement and enthusiasm in the workforce, and historically the company has achieved an 80% response rate and a good balance of feedback. The interim CEO is quite the opposite of the previous CEO, very shy and introverted but brilliant and innovative in creating strategy. Though aware that the CHRO believes the survey should move forward, the interim CEO has directed the CHRO to suspend the survey. The interim CEO expresses concern that the sudden change will skew the results and indicate a negative reaction to the new CEO’s leadership. Which action should the CHRO take first in response to workforce concerns regarding the sudden departure of the CEO?

A) A. Voice support for the interim CEO and ask the workforce to send welcome notes.

B) B. Ask the board of directors for qualifications and specifications of the new CEO.

C) C. Create a communication plan with the interim CEO that addresses employee concerns.

D) D. Craft a CEO candidate profile and job description for use in recruiting efforts.

Answer 27

207. Correct Answer: C

Question 28

208. The leader of HR in a global organization is considering a group of headquarters managers for promotion to a position as regional director of HR. Which individual shows the most potential for developing a global mindset?

A) A manager who had a minor concentration in a foreign language in college.

B) A manager who interacts well with all levels of HR’s internal customers and vendors.

C) A manager who has been with the organization longer than any of the other candidates.

D) A manager who is significantly younger than all of the other candidates.

Answer 28

208. Correct Answer: B

Question 29

209. A financial services organization terminates its CEO for embezzlement after an investigation by regulatory authorities determines that the CEO improperly submitted expense reimbursements for fraudulent charges. An independent team of examiners evaluates whether the proper financial controls and reporting structures are in place moving forward. In addition, an HR consultant is hired to review the existing payroll practices, the expense reimbursement process, and the corporate culture. Upon starting the review, the HR consultant learns that there is no ethical code or code of conduct in place. Since the CEO’s termination, customers and other stakeholders are openly expressing concerns about the company’s stability on social media. Employees report concerns about the corporate culture to the HR consultant as well. Questions emerge about whether the remaining executive leaders were aware of the CEO’s expense reimbursements but took no action to deter the alleged violations. The media has picked up the story, and the company’s board of trustees is now concerned that investors will withdraw their funds, causing serious financial harm to the organization. How should the HR consultant address the employees’ concerns about the corporate culture?

A) A. Invite the employees to participate in a brainstorming session about a new code of conduct.

B) B. Ask employees to share their ideas on the organization’s future vision and strategy via an online survey.

C) C. Have the organization’s remaining executive leaders field employee questions in a town hall meeting setting.

D) D. Tell the employees that the executive leaders will be asked to develop a code of conduct.

Answer 29

209. Correct Answer: C

Question 30

210. How should the CHRO begin the process of developing relationships with global stakeholders?

A) A. Communicate with internal stakeholders before external stakeholders in order to avoid employee engagement issues.

B) B. Conduct a stakeholder analysis to determine the relevant information needed by and the impact to each stakeholder.

C) C. Focus on formal ways to engage with stakeholders to ensure that they get appropriate information.

D) D. Create a communication planning matrix to manage stakeholder expectations and minimize surprises.

Answer 30

B) B. Conduct a stakeholder analysis to determine the relevant information needed by and the impact to each stakeholder.