Scrum SHRM-CP SHRM Certified Professional Online Training
Scrum SHRM-CP Online Training
The questions for SHRM-CP were last updated at Nov 26,2024.
- Exam Code: SHRM-CP
- Exam Name: SHRM Certified Professional
- Certification Provider: Scrum
- Latest update: Nov 26,2024
Which HR task is typically required by a multidomestic corporation?
- A . Facilitating knowledge exchange throughout the organization
- B . Building a common corporate culture across all operations and management.
- C . Coordinating HR activities between headquarters and the international offices
- D . Tight administrative control on global operations to maintain standardization
How can HR minimize the risk of failure of an organization’s diversity initiative?
- A . Emphasize visible diversity traits over invisible diversity traits
- B . Making management diversity training mandatory
- C . Implementing pay-for-performance reward systems based on compliance with diversity directives
- D . Integrating diversity initiatives into the business culture
Which is a good practice for implementing a code of conduct?
- A . Review the code of conduct of organizations of similar size as a guide for the content of the company’s code of conduct.
- B . Treat the code of conduct as a living document, and revise it frequently, as needed.
- C . Interact with members of the organization to discuss ethical challenges and compliance requirements.
- D . Utilize the organization’s statement of values as the basis for establishing the components of the
code of conduct.
In a bid to promote integrity among their employees and gain trust from key stakeholders, the Hophni organization is interested in beginning the process of creating an ethical environment.
Who has the most impact on the success of this process?
- A . Primary stakeholders
- B . Organization’s employees
- C . Organization’s leaders
- D . Organization’s customers and vendors
Angst organization just completed its strategic planning process successfully.
Which of the following actions would the Angst organization have taken during the strategy formulation phase?
- A . Preparing budgets for forecasted projects
- B . Conducting feedback focus groups
- C . Creating an effective organizational structure
- D . Deciding on the organization’s mission
Toop organization requires employees to operate machinery, drive, work with customers, and conduct some form of manual labor. The organization commonly requires drug testing of its applicants for the safety of everyone involved in these activities. Recently, the Toop organization has decided to also incorporate a random drug testing program for all current employees.
What should the organization do prior to implementing the program and testing employees?
- A . Verify that the proposed program complies with applicable local, state, and federal laws.
- B . Involve shop-floor employees in determining the random selection of employees that will be tested to avoid managerial bias and subjectivity.
- C . Ensure all employees sign legal documentation ascertaining they choose to voluntarily participate in the program.
- D . Have all employees sign arbitration agreements to settle disputes over failed drug tests and
possible termination.
The Terrain company has introduced the role of a Chief Compliance Officer (CCO) and is at a loss on how to compensate this role fairly. The HR manager has compiled a couple of metrics that may help solve this problem. However, the HR Director has instructed the HR manager to specifically find out how the compa-ratio metric can be used to determine compensation within the company.
Which of the following applies in response to the HR Director’s request?
- A . compa-ratio is used to measure internal compensation practices against external benchmarks.
- B . compa-ratio is used to identify areas of inequity between traditional salary grade levels.
- C . compa-ratio is used to calculate what merit pay increases should be given to outstanding or longest-tenured employees company-wide.
- D . compa-ratio is used to determine the extent to which an employee’s remuneration is consistent with
the company’s pay policies.
A car sales company has approximately 700 sales employees and 200 administrative employees who perform the tasks of checking stock availability, processing deliveries, sending out invoices, and maintaining records and databases. During and after the pandemic, the company has suffered a 45% loss of profit and revenue due to poor sales. In a bid to stay afloat, the sales manager has laid off the entire administrative team and 100 sales employees who were the least performers last quarter. The remaining 600 sales employees are required to take on administrative tasks, as well as a 20% reduction in base pay and a 20% increase in commissions from car sales.
The HR manager has been told by an employee in the sales department that he is leaving because of the additional workload which has distracted him from making sales and has reduced his commission-based pay. The HR manager is concerned that employee satisfaction levels have fallen drastically due to the increased tasks and unfavorable compensation model. She believes several sales employees are planning to leave the organization which will further reduce the organization’s revenue.
The HR manager decides to share these apprehensions with the sales manager. The HR manager shares that there is a real possibility of high turnover amongst the sales employees which will result in loss of trained talent, corporate know-how and revenue. The sales manager refutes this claim and states that there is a necessity to weed out employees who do not pull their weight and have been relying on the certainty of their base pay as opposed to generating sales. The sales manager notes that the worst performing employees are those who complain and are welcome to leave.
Furthermore, the sales manager shares that laying off the administrative employees and increasing
commission-based percentage of pay has improved the company’s financial condition and encouraged the sales employees to have a line of sight between their tasks and the company’ productivity. The sales manager states that the HR manager should not bother about baseless complaints but revise the job descriptions of the sales position to include the administrative tasks so as to recruit new employees who are comfortable with the workload of the role.
What is the most effective method for the HR manager to evaluate the efficacy of the new compensation model to increase sales?
- A . Recommend that the new compensation model be utilized for at least a year before its effectiveness in increasing sales can be measured and analyzed.
- B . Analyze and research documents and information on best practices to determine if the compensation model has been effective in similar organizations.
- C . Carry out an employee satisfaction survey of the sales employees to determine their views about the compensation model and its efficacy in driving sales.
- D . Benchmark the compensation model against that of notable competitors in the car sales industry.
A car sales company has approximately 700 sales employees and 200 administrative employees who perform the tasks of checking stock availability, processing deliveries, sending out invoices, and maintaining records and databases. During and after the pandemic, the company has suffered a 45% loss of profit and revenue due to poor sales. In a bid to stay afloat, the sales manager has laid off the entire administrative team and 100 sales employees who were the least performers last quarter. The remaining 600 sales employees are required to take on administrative tasks, as well as a 20% reduction in base pay and a 20% increase in commissions from car sales.
The HR manager has been told by an employee in the sales department that he is leaving because of the additional workload which has distracted him from making sales and has reduced his commission-based pay. The HR manager is concerned that employee satisfaction levels have fallen drastically due to the increased tasks and unfavorable compensation model. She believes several sales employees are planning to leave the organization which will further reduce the organization’s revenue.
The HR manager decides to share these apprehensions with the sales manager. The HR manager shares that there is a real possibility of high turnover amongst the sales employees which will result in loss of trained talent, corporate know-how and revenue. The sales manager refutes this claim and states that there is a necessity to weed out employees who do not pull their weight and have been relying on the certainty of their base pay as opposed to generating sales. The sales manager notes that the worst performing employees are those who complain and are welcome to leave.
Furthermore, the sales manager shares that laying off the administrative employees and increasing commission-based percentage of pay has improved the company’s financial condition and encouraged the sales employees to have a line of sight between their tasks and the company’ productivity. The sales manager states that the HR manager should not bother about baseless complaints but revise the job descriptions of the sales position to include the administrative tasks so as to recruit new employees who are comfortable with the workload of the role.
Which approach is most effective for the HR manager to use to resolve her difference of opinion with the sales manager?
- A . agree with the new commission-based pay but advise that low cost and low skilled temporary staff be hired to carry out the administrative tasks which will enable the sales employees focus exclusively on sales and increase company revenue.
- B . inform the employees that the sales manager has the final say over the department and suggest they create an employee resource group for a collective concerted avenue to share their issues with management.
- C . propose that focus groups and exit interviews be conducted by HR to determine if and why the sales employees are dissatisfied with new work and compensation model.
- D . Utilize a business case to inform senior management of her concerns over the increased turnover
rate in the sales department and its impact on company revenue.
The HR director and the CEO of an e-commerce company with 330 employees each receive a similar email from an unrecognizable address. The letter is from an anonymous discontented employee. In the letter, the employees accuses the Chief Financial Officer (CFO) of the company of financial fraudulent practices including using accounting loopholes to hide hundreds of thousands of dollars of bad debt, while simultaneously inflating the company’s earnings.
The anonymous email also accuses the CFO of intimidation, retaliation, and virulently attacking senior managers in front of junior colleagues. The email further states that the employee has taken great effort to remain anonymous because of a fear of retaliation, which may lead to termination for spurious reasons. The email states that HR is improperly chummy with the CFO and has never been able to conduct an independent workplace investigation free of prejudice.
Which first step should the HR director take to handle the allegations in the email?
- A . Suggest to the CEO that the CFO be informed of the allegations, offered the option of a paid administrative leave so as to conduct a thorough investigation of the allegations without bias or prejudice.
- B . Choose an external investigator of repute in financial matters to determine the validity of the allegations and conduct an impartial investigation of the anonymous employee’s claims.
- C . Examine the Chief Financial Officer’s personnel file in search for information that may indicate that a routine of the alleged behavior is existent.
- D . Research the company’s financial documents and conduct interviews with the senior managers and employees in the finance department to determine the validity of the allegations.
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