Scrum SHRM-CP SHRM Certified Professional Online Training
Scrum SHRM-CP Online Training
The questions for SHRM-CP were last updated at Nov 19,2024.
- Exam Code: SHRM-CP
- Exam Name: SHRM Certified Professional
- Certification Provider: Scrum
- Latest update: Nov 19,2024
The Valve firm has reviewed its exit interview data and concluded that the greater number of employees are leaving due to rigid vacation requirements.
Which of the following can be built into the vacation leave program to enhance its flexibility?
- A . increase the number of vacation leave days
- B . decrease the advance notice period stipulation
- C . determine vacation leave schedules based on longevity with the firm
- D . switch from paper-based leave requests to virtual leave requests.
Which of the following is a consistent determining factor in union agreements in the United States?
- A . A no-strike clause in which the union agrees that during the life of the contract employees will not engage in strikes but will submit to a grievance arbitration provision
- B . Union security agreements in the form of union shops and agency shops
- C . Seniority systems that give special benefits to members based on the length of service within which an employee has been a union member working in a union job.
- D . Clauses where the employer and union agree to compel employees to join the union and pay dues
in a bid to eliminate the "free rider" problem
A software company is opening a manufacturing facility in China. Some U.S. management and key personnel will be transferred; however, most new employees will be hired in China. Company executives want more information about the Chinese workforce, including a workforce evaluation of the employment market in China.
What first step should be accomplished as soon as possible?
- A . Conducting a supply analysis of available employees.
- B . Identifying flexible staffing arrangements available in China.
- C . Establishing replacement and succession plans for the new facility.
- D . Creating a talent acquisition strategy to recruit proficient talent.
A hybrid multinational consumer goods corporation operates 8 strategic business units which are fully-functional units with their own vision, direction, product/service, location, and target market under the umbrella of the larger business entity. The corporation has a corporate HR department while the SBUs each have autonomous HR departments that are largely independent from corporate HR. The Head of HR of each SBUs has significant authority to operate in a polycentric fashion and only interact with the Head of Corporate HR on a quarterly basis.
Due to a significant reduction in revenue during the pandemic, the organization has made a decision to streamline its HR structure by adopting a more centralized HR structure that can provide HR services to corporate and the SBUs. The proposed centralization of the HR function is expected to result in cost reduction, consistency in HR operations, and increased HR proficiency.
Corporate HR has created a team comprising of HR managers, HR business partners and HR admin personnel to originate and implement the new HR services model. Anna is a HR manager from a strategic business unit in California that has been drafted to join the team. Anna has 8 years of cognate HR experience working with various SBUs in the organization. Anna is the only team member who has worked with an SBU, the rest of the team have only corporate HR experience. The team has been working for over 3 weeks reviewing the feasibility, advantages and disadvantages of several HR structures, with most team members favoring a shared services and center of excellence model.
One of the team members anticipates resistance from employees when the announcement of a change in the organization’s HR structure is made. Anna agrees and states that the change may lead to apprehension and stress among SBU staff.
What is the best tactic the team should adopt to ensure a smooth acceptance by employees?
- A . Develop a business case that details the cost-benefit analysis, timeline, risks and justification for adopting the preferred HR structure model.
- B . Encourage employees to supply feedback on the pros and cons of the newly implemented HR structure versus the old HR structure.
- C . Develop a communication plan outlining the team’s purpose, rationale for change, and a summary of its goals.
- D . Proactively communicate to employees on the variety of HR structures and best practice models
adopted in comparative organizations.
Racha is the CHRO of a multinational conglomerate whose primary role is transforming the HR division to a strategic, solution-driven division.
Which of the following is a part of the CHRO’s role in influencing business results;
- A . Business-driven people administration, and risk mitigation with a strong focus on regulatory
- B . compliance
- C . Tie recommendations, people programs, and recognition to the tactical goals of the business
- D . Develop HR analytics and metrics to primarily drive transactional business value and operational success
- E . Link people initiatives to drive business results and engage other leaders to achieve high-level documented corporate goals.
Mandy consults with organizations to determine the most suitable structure for a company to adopt based on a variety of factors and the peculiarities of each organization’s operations.
Which of the following general principles of Mandy’s job is accurate?
- A . A strong matrix organization is ideal for an organization that primarily engages in complex large-scale projects and requires flexibility of transferring talent, lateral promotions and shared resources, and minimal functional roles
- B . There is the least chance of conflict in a balanced matrix organization where the project manager has moderate authority levels in both projects and functions.
- C . Communication is most difficult in functional organizations due to unclear delineation of authority among the functions
- D . A strong matrix organization is most similar to a functional organization because the project manager is a coordinator while the functional manager controls the project budget.
A non-union software design corporation does an annual continuous improvement drive to determine employee engagement levels. The corporation has noted that context offered by external benchmarks has increased the effectiveness of the drive and its impact on organizational success. The most appropriate method of engaging in this drive is;
- A . Gain engagement data via skip-level interviews
- B . Gain engagement data via 360 degree critical incidents
- C . Gain engagement data via surveys
- D . Gain engagement data via management and employee committees
Environmental scanning is most effective when;
- A . It emphasizes forecasting and anticipates the future rather than describing current conditions
- B . It engages purely in data collection and statistics of demographic, economic and political indicators that affect operations
- C . It is a one-time activity carried out at the initial stage of strategic planning to gather information on internal, external trends and events that impact an organization’s competitiveness
- D . It obtains and analyzes the interaction of events, trends and costs that impact human capital and deployment
Kia, a senior HR professional was questioned by senior management on the rationale behind a 20% budgetary increase in employee training and professional development activities. The most important reason Kia can supply to ensure senior management’s backing of the increase is;
- A . An employee survey indicates that customer complaints is due to insufficient training
- B . Use metrics to indicate a positive correlation between professional development initiatives and achievement of corporate goals
- C . Provide statistics that indicate reduced costs in recruitment and turnover and an increase in employee engagement and morale
- D . Use Kirkpatrick’s summative evaluation level of learning to indicate improvements in employee
KSAs and expertise
How can data analytics be used to improve employee recruitment and retention?
- A . Analyzing and extracting valuable insights to predict employee preferences and align HR practices with the same.
- B . Benchmarking and aligning compensation and benefits with sustainability and shared value strategy.
- C . Encrypting employee data against technology breaches and cyberattacks.
- D . Providing a centralized database that stores applicant tracking information, onboarding, and
employee demographics.
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