SHRM-SCP Exam Questions

1.

In a rapidly growing tech startup, the HR department is tasked with designing metrics to demonstrate the value of HR’s role in fostering strong relationships and improving organizational performance. How can the HR department design and utilize metrics to effectively measure and demonstrate the value of its role in building strong employee and management relationships, and how can these metrics be used to improve organizational performance?

• Create a “relationship quality” index, along with employee satisfaction scores and retention rates, to measure and demonstrate their impact on building strong relationships

• Focus on tracking only attendance and productivity metrics to demonstrate their value, assuming these directly reflect relationship-building success

• Collect anecdotal feedback from a few senior leaders and use it to gauge HR’s effectiveness

• Focus only on tracking the number of HR initiatives launched, without assessing their actual impact on employee relationships and organizational outcomes

2.

What are Tuckman’s five stages of group development?

• Forming, Storming, Norming, Performing, Adjourning

• Forming, Storming, Conforming, Norming, Performing

• Forming, Storming, Reforming, Norming, Performing

• Forming, Storming, Transforming, Norming, Performing

3.

A gap analysis discovered the engineering department skills gap surrounding artificial intelligence (AI). To stay competitive, the organization is looking to launch a new platform using AI in the future. 

To close the gap, which approach to learning should the organization take? 

• Training and development

• Training

• Development

• Intervention

4.

What are some challenges in employee engagement?

• Global competition, economic conditions, continuous innovation, and work conditions

• Lack of leadership and job direction

• Blurred lines between work and non-work conditions

• PESTLE conditions

5.

Which of the following is not a pull factor?

• Shortfalls in natural resources and supply

• Government policies

• Strategic control

• Growth opportunities

6.

What are the key considerations when deciding between a functional and a matrix organizational structure for a rapidly growing company?

• Division of duties, culture, decision-making authority

• Hiring, corporate social responsibility, efficiency

• Location, operations, employee development

• Innovation, collaboration, employee expertise

7.

An HR manager learns that a new state law requires specific accommodations for employees with disabilities. What is the most effective way for the HR department to ensure compliance with this new law?

• Update company policies to comply with the new law, train HR and management, and inform all employees of the changes

• Ignore the new law until it is enforced and continue with current practices

• Rely on general knowledge of disability accommodations without verifying specific legal requirements

• Implement the new law only in high-risk areas of the company rather than across all departments

8.

In developing types of paid leave plans as part of an organization’s reward package, which of the following is a factor that needs to be considered? 

• Objectives and laws

• Policy and procedure

• Employee impact

• Cost and budget

9.

A company is entering a new market, and the executive team has asked the HR department to develop a strategy for hiring and developing talent to support this expansion. You need to balance immediate staffing needs with long-term development goals while ensuring the strategy aligns with the company's broader business objectives. 

How should you approach defining a talent strategy to effectively support the company's expansion into the new market and ensure alignment with overall business goals?

• Develop a comprehensive talent strategy that includes both immediate hiring plans and long-term development programs, ensuring alignment with the company’s business objectives and the specific demands of the new market

• Focus primarily on hiring a large number of skilled professionals quickly to meet immediate needs and plan for development and alignment after the market entry is complete

• Prioritize long-term development and training for existing employees to prepare them for roles in the new market, even if it means delaying hiring new talent until the development programs are complete

• Implement a talent strategy based on the preferences of senior management without conducting a detailed analysis of the new market’s specific requirements or involving input from relevant departments

10.

At ABC Manufacturing, a newly hired HR representative is struggling to fully understand the details of the collective bargaining agreement (CBA) and the relevant labor codes in dealing with union representatives. The HR representative initially sought to reprimand the shop steward for repeatedly violating company policy by encouraging employees to take unsanctioned breaks during shifts. The shop steward’s actions were creating productivity disruptions and morale issues among non-union employees. However, due to the shop steward's protected status under the collective bargaining agreement, the HR representative’s lack of understanding of the labor rules led to the need for retraction and further complications with the union. 

As the CHRO, how should you address the union rep's complaint and support the HR representative?

• Acknowledge the union rep’s concerns, provide additional training for the HR rep on labor laws and the collective bargaining agreement, and establish a collaborative approach to resolving union issues

• Apologize to the union rep and transfer the HR rep to another department to avoid further conflict with the union

• Dismiss the union rep’s concerns, insisting that the HR rep was following standard procedures, and tell the HR rep to stand firm in future disputes

• Advise the HR rep to avoid dealing with union representatives altogether and delegate all union-related matters to more experienced staff members

11.

At Marv Manufacturing, the labor union representing the factory workers is in the process of negotiating a new collective bargaining agreement (CBA) with the company’s management. The current CBA is set to expire in three months, and key issues include wage increases, improved health benefits, and enhanced safety protocols. The union is pushing for a significant wage hike and comprehensive health coverage, while the company is concerned about the financial impact and is proposing more modest increases along with a review of the safety measures already in place. 

As the HR director, you are tasked with leading the negotiations. How should you approach discussions to ensure a fair and sustainable outcome for both the employees and the company?

• Present data-driven proposals, explore compromise options such as phased wage increases or adjusted benefit packages, and ensure transparent communication to build trust and find common ground

• Insist on the company's initial offer without flexibility to maintain financial stability 

• Address the union's primary concerns directly and focus solely on increasing their wages 

• Delay negotiations until the union agrees to a wage freeze

12.

Following a recent merger, your company has integrated a newly acquired business unit into its existing operations. The merger has brought together two distinct organizational cultures, and employees from both sides are struggling to adapt to new processes and management styles. Visible tension and resistance among employees are affecting productivity and morale. 

As the CHRO, how should you address interpersonal conflicts and improve collaboration between employees from the two organizations?

• Arrange regular team-building activities and cross-departmental meetings to encourage relationship-building and open communication

• Implement a strict policy requiring employees to report any negative feelings about the integration process directly to HR

• Increase the frequency of performance reviews to monitor individual progress and adherence to new processes

• Mandate that all employees undergo conflict-resolution training to address issues on an individual basis

13.

BMT, an educational technology company, is preparing to roll out a new online learning platform. The company is excited about the launch but recognizes that several uncertainties could impact its success. The leadership team realizes that while they have quantitative data on user engagement and system performance, they need a deeper understanding of other factors that could influence the platform's success. 

What type of additional assessment should the team conduct to gather information?

• Conduct a qualitative assessment by gathering their technology teams, customer service, and HR to identify risks internally and externally

• Conduct a financial analysis to review past revenue trends unrelated to the new platform

• Review the marketing campaign to attract more users, regardless of the platform's features

• Develop additional software features without assessing any other risk factors

14.

You’re the HR director with two generalists reporting to you. Achmed is one of the generalists who is having trouble working with Sabrina. Achmed is trying to be careful not to interfere with his job interactions. The two team members have different opinions on a project approach and come to you.  

How do you handle the situation?

• Mediate a discussion to understand their perspectives and find common ground

• Ignore the conflict and let them sort it out

• Decide which opinion is best and instruct both team members to follow it

• Have each individual complete the project separately and move forward with the best outcome

15.

An employee working on a job site had a heart attack and fell over. The day was scorching with an index of 100 °F. Out of the 10-person crew, only two employees knew how to conduct CPR. While the two employees were conducting CPR, the manager called 911. The ambulance arrived, and the employee was saved. 

What strategies or practices can HR implement to prevent a similar incident from occurring in the future?

• Implement regular safety training for all employees, including CPR and first aid certification, and ensure all employees are trained in emergency procedures. Additionally, establish protocols for high-risk environments, such as extreme heat, and provide access to cooling stations and hydration.

• Conduct a review of the company’s insurance policies to ensure adequate coverage for medical emergencies.

• Increase the frequency of equipment maintenance checks to prevent machinery-related injuries.

• Enhance team-building activities to improve crew cohesion and communication on job sites.

16.

A Software Engineer Manager verbally explains instructions on a task to a recently hired graduate. 

What kind of learning style does this demonstrate?

• Auditory

• Visual

• Kinesthetic

• Tactile

17.

ARK Solutions is looking to update its performance management system to remain competitive and effectively support employee development. Recent industry trends highlight the growing importance of continuous feedback, data-driven performance metrics, and employee self-assessment tools. You're tasked with analyzing these trends to recommend updates to the current performance management approach. 

Based on the analysis of industry trends in performance management, what recommendations should you make to enhance the company's performance management system?

• Introduce continuous feedback mechanisms, data-driven performance metrics, and employee self-assessment tools to create a more dynamic and responsive performance management system

• Implement a traditional annual review process assuming that historical data alone suffices for performance evaluations

• Invest in advanced performance management software

• Keep the existing performance management system unchanged, disregarding recent industry trends and advancements in performance management practices

18.

Your company has decided to shift from a product-centric to a customer-centric approach to meet market demands. This strategic change requires restructuring teams, retraining employees, and implementing new customer feedback systems. 

How can HR support this strategic change to ensure the successful execution of the new strategy?

• Communicate the reasons, collaborate by bringing together department managers, and commit by devoting time to the change effort  

• Communicate and implement the new strategy, and adjust continuously with employee feedback surveys

• Reduce training efforts so employees have a more on-the-job experience with the new strategy

• Restructure the organization and provide new job descriptions to each employee 

19.

GERT, a medical device manufacturing company, is scheduled to produce an additional 400,000 units next year. The organization is concerned they will not have the production capacity to meet next year’s demands. 

The CEO asks you to prepare a staffing plan to meet the production capacity requirements. What should you do first?

• Conduct a gap analysis

• Work with marketing to help promote company positions

• Implement training programs

• Purchase better machinery

20.

Which of the following is not a key difference between how adults and children may learn?

• Coaching methods

• Motivation

• Orientation

• Readiness