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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q360-Q365):
NEW QUESTION # 360
Which documentation strengthens a claim of harassment against an employer?
- A. Details of the harassment type
- B. Names of witnesses to the harassment
- C. Location where the harassment occurred
- D. Instances of retaliatory behavior
Answer: B
Explanation:
The names of witnesses to harassment strengthen a claim of harassment against an employer by providing corroborative testimony that can substantiate the victim's allegations. Witnesses can confirm the occurrence of the harassment, the context in which it happened, and the behavior of the harasser.
* Corroboration: Witnesses can provide independent accounts that support the victim's version of events, adding credibility to the claim.
* Details and Context: Witnesses can offer additional details and context about the harassment, helping to build a more comprehensive and compelling case.
* Consistency: Multiple witnesses can provide consistent testimonies that strengthen the overall evidence of harassment.
* Legal Proceedings: In legal proceedings, witness statements are critical as they can sway the outcome by providing reliable and objective evidence.
References:
* SHRM guidelines on handling harassment claims
* Legal resources on evidence requirements in harassment cases
NEW QUESTION # 361
Six months later, the employee is still a challenge. He/she will improve just enough to avoid discipline and seems to be on his/her best behavior around the supervisor, but one team member is reporting "mean" behavior-passive aggressive comments, scof fs and eye rolls, and whispering with other employees. The complainant is shy but well respected and normally has a great attitude. The supervisor doesn't feel a direct conversation between the two will help the situation. What should the next course of action be for the supervisor?
- A. Move forward with a disciplinary action for the of fending employee as this is bullying behavior.
- B. Separate the two employees physically. Move their desks, and make it so that none of their work assignments are dependent upon each other.
- C. Pull the of fending employee aside privately and explain what has been reported. Inform him/her that bullying is not tolerated in the workplace.
- D. Keep a watchful eye on the situation. Check in frequently with the employee who feels targeted and ask the employee to keep a log of each incident.
Answer: C
Explanation:
This employee's bad behavior is just under the radar and is not quite egregious enough to rise to the level of discipline. A direct conversation from the supervisor may only make matters worse for the other employee. In this case it would be best to separate the two employees in hopes that the situation can be diffused over time.
NEW QUESTION # 362
The HR manager at a consulting firm notices a rapid increase in the demand for experienced leaders. The increase is making it difficult to hire managers at the same rate of pay compared to one year ago. The firm presently has three open manager positions and the three top candidates are demanding annual salaries higher than current managers' salaries. This morning the firm's CEO sent a companywide email announcing that staffing the job openings is a top priority to meet business demands. The email also indicated the firm is willing to pay a referral bonus. The HR manager knows that staffing the job openings will completely exhaust HR's budget, leaving no money to pay referral bonuses or make salary adjustments for incumbents. While reviewing the candidates' resumes the HR manager receives an email from an incumbent manager stating that the manager discovered the firm is offering higher salaries to applicants with less experience. The email also states the incumbent manager no longer trusts the leadership team and is going to seek other employment opportunities.
Which action should the HR manager take first to respond to the incumbent manager's email?
- A. Advise the incumbent manager to compare the firm's total compensation and benefits package to competitors' packages.
- B. Explain to the incumbent manager how the changes in the job market have made it difficult to hire experienced managers.
- C. Ask the incumbent manager to stay with the firm until the job openings are staffed.
- D. Meet with the incumbent manager to discuss the non-monetary benefits offered by the firm.
Answer: B
Explanation:
* Contextual Explanation: The HR manager should provide the incumbent manager with context regarding the current job market and the increased demand for experienced leaders. This helps the incumbent understand the external factors influencing salary offers.
* Market Realities: Explaining the market conditions and how they have shifted since the incumbent was hired can help mitigate feelings of unfairness and build understanding.
* Transparency: Providing a transparent explanation about the hiring challenges and the rationale behind offering higher salaries to attract top talent shows respect for the incumbent's concerns and fosters trust.
* Retention Strategy: Addressing the issue directly with the incumbent manager can help alleviate their dissatisfaction and potentially retain their employment, which is crucial for maintaining stability within the team.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on employee retention and market compensation analysis
NEW QUESTION # 363
When developing the next phase of unconscious bias trainings and DE&I programs, which of the following actions would be the most effective?
- A. Eliminate the unconscious bias training due to poor participation rates and negative debriefresults.
- B. Link the virtual trainings to supplemental in-person follow-up sessions within each facility.
- C. Increase the number of trainings of fered and required to improve exposure.
- D. Demand a higher rate of participation among organizational leaders during the next seriesof trainings.
Answer: D
Explanation:
Unconscious bias trainings are at higher risks of failure if they are used as stand-alone bandages that simply check a "DEI training" box. In general, DEI trainings benefit from a variety of modalities, interactions, and workplace-specific applications. Simply adding additional trainings (A) runs the risk of backfiring if employees refuse to attend or feel their time is being wasted.
Eliminating the trainings altogether (B) could also cause backlash from employees because they may view the action as an abandonment of DEI strategy. Higher leadership participation (C) can be a helpful change to the next series of trainings, but the participation must be due to a genuine desire to contribute to DEI advancement and not due to threats or demands.
NEW QUESTION # 364
Assume you've crunched the numbers and discovered that the career fairs are producing more candidates than other sources such as online job postings or employee referrals. How would you convey to the CFO that he was wrong?
- A. Casually mention it at the next regularly scheduled team meeting when the topic of recruitment comes up.
- B. Choose your battle. Don,t tell the CFO that he was incorrect, but simply stop registering for career fairs and instead focus on improving other recruitment methods.
- C. Schedule a meeting with him and bring a print-out showing the data. Ask him what he,d like you to do, given this information.
- D. Schedule a meeting with him, and bring a print-out showing the data. Suggest that you continue attending but perhaps reduce the number of other company representatives toreduce the cost.
Answer: D
Explanation:
Because you report to the CFO, you should tread lightly when telling him he's wrong but still have a direct and private conversation about it. Its obvious that he's concerned about cost, so it's best to provide a solution to mitigate those costs while still meeting your objective of attending the career fairs.
NEW QUESTION # 365
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