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
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 action should the HR director take to effectively address the employee’s reason for reporting the issue anonymously?
- A . Share reports with employees via email, detailing workplace investigations that HR has conducted through the aid of employees who reported unethical practices and received executive-level commendation.
- B . Communicate at the next employee townhall meeting about the company’s policies, procedures and options that encourage and safeguard employees who report workplace issues and unethical concerns.
- C . Send an email to all employees stating the impartial role of HR in workplace investigations and confirm that all whistleblowers can safely report issues to HR without fear of retaliation.
- D . Ask the CEO to share at the next townhall meeting the options employees have to report unethical concerns by using sanitized case studies to demonstrate and clarify the types of misconduct that the
company would expect to be reported.
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 action should the HR director take to best ensure that company leadership understand and act in accordance with the company’s expectations of its executives?
- A . Involve an independent external firm to discuss compliance issues with senior executives and provide training on reprisal-free ethical reporting.
- B . Utilize 360-degree feedback mechanisms to identify and coach executives with behavioral problems and ethical slips.
- C . Invest in a quarterly training sequence focused on behavioral expectations of executives and employees to support compliance, reshape culture and reduce risk.
- D . Utilize focus groups, surveys, and peer reviews to evaluate ethical behavior and integrity among the company’s executives.
The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.
The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.
Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.
Based on the CHRO’s discussion with the HCS, what feedback should the CHRO give to the CEO?
- A . Advise the CEO that the HCS should be replaced with a more efficient manager as he performs better in operations than in people management.
- B . Communicate to the CEO the problems shared by the HCS and proffer a solution that can resolve the department’s problems.
- C . Implement a comprehensive solution to the problems in the department, then report to the CEO on the challenges and the solutions.
- D . Organize a meeting between the HCS and the CEO for direct communication on the employee relations and productivity problems.
The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.
The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.
Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.
How can the CHRO help the HCS handle the problems he is facing with the "problem employees"?
- A . Develop and implement policies and procedures on anti-nepotism specifically for the customer service department.
- B . Provide anonymous channels through which employees and supervisors can voice their concern on nepotism to company stakeholders.
- C . Create a corporate focus group to identify the problem employees, discuss nepotism concerns, and pinpoint productivity problems.
- D . Discuss with the CEO on solutions to the nepotism concerns and provide the HCS with coaching
resources on employee relations.
The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief
Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.
The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.
Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.
How should the CHRO resolve the problem of the small number of calls per hour in the department?
- A . Provide orientation training for the staff of the department to increase the number of calls by showing them a line of sight between their productivity levels and the strategic goals of the organization.
- B . Develop a Request for proposal (RFP) through which a temporary staffing agency is selected to provide optimum customer service per service level agreements (SLA).
- C . Work with the HCS to determine a compulsory work rule of 7 calls per hour for each employee going forward, based on the industry standard average.
- D . Take note of the calls, define the nature of the calls and determine the approximate time needed to
resolve customer issues successfully for each call.
The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.
The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.
Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the
CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.
The CHRO has received an email stating that one of the employees in the customer service function is under the influence of illegal drugs and was caught vandalizing company property. The most appropriate way to handle this situation is?
- A . Because the company has over 15 employees, it is subject to the Drug Free Workplace Act of 1988, therefore the CHRO is to inform the HCS that the employee must be summarily dismissed.
- B . Determine if the employee is protected under the Americans with Disabilities Act (ADA); if yes, provide a reasonable accommodation; if no, offer the employee the option of resignation or termination.
- C . Inform the HCS of the allegations, offer the employee paid administrative leave, and carry out an investigation of the allegations.
- D . Per due process, meet with the HCS and the employee to state the organization’s policy on drugs and substance abuse, discuss the allegations, and proceed with the customary progressive disciplinary steps.
The Receptacle organization has lost its overall market share by 13% because its customer satisfaction levels has deteriorated over the last 7 months. The Chief Executive Officer (CEO) speaks to the Chief Human Resource Officer (CHRO) about receiving anonymous emails of dysfunction in the customer service department. The CEO asks the CHRO to determine why the department is performing poorly, and if the Head of Customer Service (HCS) is able to lead the team effectively. The CEO states that the rising levels of customer complaints of poor service must be handled urgently and decisively.
The CHRO schedules a meeting with the HCS. The HCS was a top performer as an employee for 4 years and was recently promoted to lead the department. During the meeting, the HCS admits that he is facing significant employee relations problems. He states that certain employees are given preferential treatment by the CEO based on familial ties and these employees cannot be controlled. He is at a loss on what to do about these "problem" employees because they have access to the CEO based on family ties.
Staff in the department respond to an average of 3 calls per hour while the industry standard average is 7 calls per hour. The HCS states that he is desperate for help and is open to any solutions that the
CHRO can offer. The CHRO finds that the department is not staffed at full capacity and though the vacant positions have been posted in-house, employees are not keen on applying for the roles based on rumors of poor employee relations, bias, chaotic systems and controls.
The CHRO receives reports that an employee of the customer service department has posted negative comments on the poor customer satisfaction levels of the company on a popular social media site. The report claims that the employee stated that the deteriorating levels of customer service is due to the company’s apathetical attitude to its employees. The report also states that the employee may have divulged certain trade secrets of the company.
How should the CHRO handle this situation?
- A . Get the employee’s side of the story.
- B . Communicate to the HCS that the employee has engaged in a breach of confidentiality; allow the HCS determine the appropriate discipline to mete out.
- C . Determine if the employee is protected by Weingarten rights; document the report in the employee’s file; proceed with the corporate disciplinary policy.
- D . Terminate the employee based on the employment at will doctrine.
The Crop multinational company operates in over 7 countries in 3 continents. Their international strategy involves not aligning with any of the host countries, but operating the business across countries to gain efficiencies.
The Crop company most likely uses a?
- A . International strategy.
- B . Transnational strategy.
- C . Global Strategy.
- D . Multinational strategy.
The principal step in strategic planning for an international business is:
- A . analysis of the internal environment.
- B . identifying the basic mission.
- C . analysis of the external environment.
- D . formulate its tactics of operation.
Charred firms emphasize location as an international business strategy by choosing to create value by emphasizing:
- A . a strategic level of standardization.
- B . Economies of scale.
- C . Modification for quality control.
- D . responsiveness to local market preferences
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