SHRM SHRM-SCP - Senior Certified Professional Exam
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Total 300 questions
Question #11 (Topic: Topic 1, Section 1
)
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?
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. Offer to schedule a meeting with the executives to discuss their concerns.
B. Suggest the senior executives speak to the CEO about their concerns.
C. Advise the senior executives to start working the expected full-time hours to avoid disciplinary action.
D. Explain to the senior executives why it is unfair for them to work less than the expected full-time hours.
Answer: D
Question #12 (Topic: Topic 1, Section 1
)
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.
During the executive team meeting, the sales department senior executives make allegations about the CHRO’s professional qualifications that the CHRO knows are false. Which action should the CHRO take?
During the executive team meeting, the sales department senior executives make allegations about the CHRO’s professional qualifications that the CHRO knows are false. Which action should the CHRO take?
A. State that the allegations made by the sales department senior executives are not true.
B. Advise the sales department senior executives to behave in a professional manner.
C. Request that the sales department senior executives provide tangible evidence that supports the allegations.
D. Invite the sales department senior executives to meet with the CHRO after the executive team meeting to discuss the allegations.
Answer: C
Question #13 (Topic: Topic 1, Section 1
)
A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.
The CEO learns that the change in reporting structure has resulted in disappointment for the employees who are no longer direct reports and asks the HR director for advice. What action should the HR director advise the CEO to take?
The CEO learns that the change in reporting structure has resulted in disappointment for the employees who are no longer direct reports and asks the HR director for advice. What action should the HR director advise the CEO to take?
A. Meet individually with employees affected by the new reporting structure.
B. Send an organizationwide email that highlights the CEO's vision.
C. Ask the CFO to explain how the new reporting structure benefits the organization in a companywide meeting.
D. Ask the CFO to explain the benefits of the new reporting structure to the new team.
Answer: A
Question #14 (Topic: Topic 1, Section 1
)
A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.
The CFO proposes a plan to improve process efficiency within the organization and asks the HR director to implement it. Some employees dislike the plan and refuse to follow it. What should the HR director do?
The CFO proposes a plan to improve process efficiency within the organization and asks the HR director to implement it. Some employees dislike the plan and refuse to follow it. What should the HR director do?
A. Hold a meeting with employees and listen to their concerns about the plan.
B. Invite the CFO to reinforce the need for employees to follow the plan.
C. Focus on telling the employees about the benefits of implementing the plan.
D. Conduct interviews with the employees who are refusing to follow the plan.
Answer: A
Question #15 (Topic: Topic 1, Section 1
)
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?
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. Direct the manager to discuss the issue with the employee.
B. Meet with the nominee to learn more information about the incident.
C. Explain to the manager that the award is based on performance and not interpersonal relationships.
D. Suggest the manager should not influence awards for the marketing department.
Answer: B
