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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q68-Q73):
NEW QUESTION # 68
A global manufacturing organization is dealing with a high level of attrition among machine operators as well as difficulty recruiting machine operators at a recently acquired factory. The HR director is attempting to address the issue. During exit interviews, multiple employees mention they are leaving to take higher-paying jobs at other companies in the area. The HR director of the factory in that country believes that the company needs to raise the salaries of the machine operators to address this. The HR director contacts the chief human resource officer (CHRO) to discuss the need for a salary adjustment. The CHRO is located in another country and has never been to the country where the factory is located. The CHRO reviews the most recent salary study for the region and indicates that the salaries the company is paying are competitive with other companies in the region. The CHRO also says that due to recent increases in operating expenses and declines in revenue, it would be financially irresponsible to provide raises.
If the HR director does secure a salary raise for the machine operators, how should the HR director assess whether it is effective in dealing with the machine operator recruitment and retention problem?
- A. Conduct focus groups with machine operators to gauge their sentiments regarding the raise.
- B. Compare machine operator turnover statistics in the year following the raise to the year before the raise.
- C. Conduct monthly pulse surveys with machine operators to gauge the overall morale of the machine operators.
- D. Review time-to-fill statistics for all machinist vacancies both before and after the raise.
Answer: B
Explanation:
* Objective Measurement: Comparing turnover statistics before and after the salary raise provides an objective measure of the impact of the raise on retention.
* Clear Data Analysis: This comparison allows for a clear analysis of whether the increase in salaries has led to a reduction in turnover, directly addressing the initial issue of high attrition.
* Performance Metrics: Turnover rates are a key performance metric for assessing the effectiveness of compensation strategies in retaining employees.
* Decision-Making: The data obtained from this analysis can inform future decisions regarding
* compensation and retention strategies, ensuring they are evidence-based and effective.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on employee retention and compensation strategy assessment
NEW QUESTION # 69
The CHRO wants to make sure the HR team is prepared to fully support the change initiative. What steps can she take to prepare her team?
- A. Ask her team to review job descriptions in preparation for necessary revisions and updates.
- B. Identify how the individual HR employees will be affected by the changes.
- C. Delegate one initiative-related responsibility to each member on the team.
- D. Enroll HR employees in a refresher seminar on employee communications.
Answer: D
Explanation:
The CHRO displays the consultation competency by knowing what skills are needed to successfully support organizational change. Expertise in channels of communication will be critical for the HR team to support the company changes.
NEW QUESTION # 70
A technology company hires three new information techn010U prof essionals. To fill the positions, the company incurs both internal and external costs totaling $60,000. The total first-year compensation of the three new hires is S300,000. What is the Recruitment Cost Ratio?
- A. 2%
- B. 5%
- C. 50%
- D. 20%
Answer: C
Explanation:
The Recruitment Cost Ratio is calculated by dividing the total amount of recruitment costs ($60,000) by the total first-year compensation of new hires in a given time period ($300,000) and then multiplying the result by 100. 100 = 20%.
NEW QUESTION # 71
An HR director is hired to address the executive team's concerns about negative workplace culture and its impact on financial performance. During an initial investigation the HR director discovers that the two division directors often fail to communicate with each other and their employees. Each division maintains separate workplace policies, and the workspaces for the divisions are spread out across multiple floors. For employee management, the director of the client services division is assisted by a small HR team. The director of operations does not work with the HR team and instead uses company funds to seek employee management advice from an executive coach, who has no official coaching training. The HR director suspects facilitating change at the company will be challenging because engagement data indicates many employees distrust the company's leadership and HR.
The HR director discovers that many employees lost trust in HR after an HR manager read sensitive emails from employees out loud during a company meeting. How should the HR director address this?
- A. Issue a companywide statement that describes the company's privacy practices.
- B. Mentor the HR manager about effective communication techniques.
- C. Document a formal warning in the HR manager's personnel file.
- D. Meet with the HR manager to discuss the effects of these actions on employee morale.
Answer: D
Explanation:
* Immediate Meeting: The HR director should arrange an immediate meeting with the HR manager to discuss the incident of reading sensitive emails aloud. This creates an opportunity for direct communication and immediate feedback.
* Discuss Impact: In the meeting, explain the negative impact of the HR manager's actions on employee morale and trust in HR. Use specific examples to illustrate how such actions undermine confidence in HR's ability to handle sensitive information.
* Effective Communication: Provide guidance on effective communication techniques, emphasizing the importance of confidentiality and respectful handling of employee information.
* Development Plan: Develop a professional development plan for the HR manager that includes training on confidentiality, ethical behavior, and effective communication practices.
* Monitoring and Feedback: Establish a process for monitoring the HR manager's behavior and provide regular feedback to ensure improvements are made. This could involve periodic check-ins and additional training sessions as necessary.
This approach directly addresses the issue, helps the HR manager understand the consequences of their actions, and sets a path for improvement, aligning with SHRM's guidelines on maintaining confidentiality and effective HR practices.
NEW QUESTION # 72
The company recently hired a new HR manager. The CEO briefs the HR manager that the company is looking to cut costs where possible. Therefore, he would like him to find a more affordable benefits vendor as premiums have been steadily increasing. The HR manager, who has many years of experience in managing employee benefits, reviews the current benefits package. He concludes that premiums are already on the low-end and there would be no significant cost savings by switching vendors. What alternative can he to the CEO?
- A. Continue research until a more affordable benefits vendor has been located.
- B. Consider reducing the employees, hours so that they are no longer eligible for benefits.
- C. Inform the workforce of rising benefits costs and ask them to use their benefits wisely.
- D. Organize a reoccurring health fair for employees where vendors of fer free BMImeasurements, blood pressure checks, and tips for a healthy lifestyle.
Answer: D
Explanation:
The HR manager displays the critical evaluation competency by recognizing that switching to a cheaper vendor, if available, would not have the desired results. That's because the new vendor's premiums are likely to increase year after year as well. He knows that there is a direct link between the health of the employees and how much the company is paying in healthcare premiums.
Therefore, his strategy' of focusing on preventative health is a good long-term solution to reduce premium increases.
NEW QUESTION # 73
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