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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q199-Q204):
NEW QUESTION # 199
The VP of HR is under pressure to negotiate lower benefits premiums and is preparing for a tough price negotiation with the benefits vendor. What will be the BEST strategy to start of f the negotiation?
- A. Convey the company,s firm position on reducing costs.
- B. Set goals for the meeting and lay out the company,s negotiation strategy,.
- C. Create a welcoming atmosphere that makes the benefits vendor feel comfortable.
- D. Focus on understanding the benefits vendor,s side.
Answer: A
Explanation:
The VP of HR displays the relationship competency by preparing for a successful negotiation.
Before going into a negotiation, it is important to prepare and be clear about what one would like to accomplish. Upon starting the meeting, one should create a welcoming and comfortable atmosphere to build a trusting relationship with the negotiation partner. This forms the foundation of a successful meeting and discussion.
NEW QUESTION # 200
Which recruitment metric is determined by examining communication effectiveness, ability to motivate others, leadership ability, cultural fit, and an individual's performance for two or three years?
- A. Quality of hire
- B. Yield rate
- C. Hiring manager's overall satisfaction
- D. New-hire retention
Answer: A
Explanation:
Quality of hire is a metric that measures the value a new hire brings to the organization. It assesses various factors such as communication effectiveness, ability to motivate others, leadership ability, cultural fit, and an individual's performance over a period, typically two or three years. This metric goes beyond the initial hiring process to evaluate how well the new hire performs and integrates into the company in the long term. It is crucial for understanding the return on investment in the recruitment process and ensuring that the right candidates are being selected.
References:
* SHRM Body of Competency & Knowledge (BoCK)
* SHRM Learning System for SHRM-SCP
NEW QUESTION # 201
In one of the warehouses of a retail company, several international employees complain to HR that the warehouse manager has forbidden them from speaking in their native language in the workplace. The HR manager speaks with the warehouse manager, who says there have been several reports that the international employees only interact with each other and they have difficulty conversing with the local employees due to language barriers. The HR manager also learns that the international employees can speak the primary language used in the company well enough to understand instructions from their supervisors. Fortunately, there have been no incidents of safety issues where language has been a barrier between local and international employees. However, senior management believes there is a lack of rapport between local and international employees and instructs the HR manager to resolve the issue.
Senior management asks the HR manager to investigate whether other warehouse locations face similar issues between local and international employees. Which approach should the HR manager take to gather the most accurate information?
- A. Request that employees at all warehouse locations take a survey about their relationships with co-workers.
- B. Conduct a virtual focus group with a representative number of warehouse employees across the country.
- C. Host a meeting for employees to publicly raise concerns about language barriers in the workplace.
- D. Review safety incident logs in warehouses with the most diversity in the languages spoken.
Answer: B
Explanation:
* Virtual Focus Groups:
* Inclusivity: This method allows for participation from a representative number of employees across different warehouse locations, ensuring diverse perspectives are included.
* Depth of Insight: Focus groups provide an opportunity for employees to discuss their experiences in detail, offering qualitative data that can reveal underlying issues and attitudes.
NEW QUESTION # 202
What would be the most effective first step for the HR team following the exit interview review?
- A. Conduct stay interviews to better understand why current employees have chosen not toleave.
- B. Review performance management practices to assess effectiveness of promotionprocedures.
- C. Launch an internal investigation into all managers to identify toxic leaders.
- D. Recommend an additional 5% salary increase for all employees.
Answer: B
Explanation:
By reviewing the performance management processes, measurable work outcomes are set as the center of the investigation. 1%ile this review may lead to eventual investigations of certain managers for unethical practices (B), putting the work outcomes as the focus clearly communicates the ultimate goals of the review and any follow-up actions. Stay interviews (C) can be useful to recognize what the company does well and what it should continue to do with respect to retention; however, getting to the root of any possible favoritism or discrimination is of a higher priority when data from the exit interviews can serve as a starting point for key retention factors. Recommending an additional salary increase (D) may eventually be part of the solution but increasing salaries without additional data about compensation decisions like starting rates, compensable factors, bonuses, and merit increases may lead to inefficient spending.
NEW QUESTION # 203
The assistant manager has four trainees directly reporting to him. His trainees attend quarterly training seminars at the corporate of the and are asked to prepare for the next one by setting a prof essional goal. The assistant manager meets with each of them before the training to review the goals that they set. Which of the employees should the assistant manager encourage to change their goal?
- A. Employee D: My goal is to double the store,s prof itability over the next six months.
- B. Employee C: My goal is to submit three employee referrals to talent acquisition before theend of the year.
- C. Employee A: My goal is to successfully complete the training program by September.
- D. Employee B: My goal is to increase my add-on sales by 10% over the next three months,
Answer: A
Explanation:
According to the goal-setting motivation theory, goals need to be precise, clear, measurable, challenging, and attainable. The goals of employees A, B and C fit this criterion. Employee D's goal is not likely to be attainable by a trainee, and therefore the assistant manager should encourage him to rephrase the objective.
NEW QUESTION # 204
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