Scrum SHRM-SCP SHRM Certified Professional Online Training
Scrum SHRM-SCP Online Training
The questions for SHRM-SCP were last updated at Feb 19,2025.
- Exam Code: SHRM-SCP
- Exam Name: SHRM Certified Professional
- Certification Provider: Scrum
- Latest update: Feb 19,2025
A large hospital in the city acquires a smaller hospital, resulting in a total employee count of 1,200. As a result of the purchase, the accounts receivable unit of the small hospital, which has only six employees, is handling all outstanding patient accounts. During a workforce planning session, the HR director questions the accounts receivable manager about staffing requests for the following year. The manager informs the HR director that the department is adequately staffed and will not need more employees. Later the HR director learns that the manager has confided in other managers that he hopes to be promoted to by saving the hospital money from not hiring additional employees. Three accounts receivable employees terminate their employment abruptly. When cleaning out the desks of these employees, the accounts receivable manager finds over 100 accounts that have not been processed; monies are still outstanding on these overdue accounts. The manager distributes these overdue invoices to the other three remaining employees and tells them not to mention this to the senior manager. These employees come to the HR director in confidence to complain about the additional work, and they confide that they were instructed not to tell the senior manager about the incomplete work.
Which information should the director of HR present to the senior manager and the accounts receivable manager during the next discussion of workforce planning?
- A . The HR director should share the information provided by the three remaining employees while keeping their identities anonymous.
- B . The HR director should communicate how the organization’s goals and objectives are being hindered by the narrow-mindedness and personal ambitions of the account receivable manager.
- C . The HR director should present critical information about the exit interviews of accounts receivable staff and benchmark data on the staffing plans of large hospitals of comparable size.
- D . The HR director should offer to collaborate with the account receivable manager on lateral moves
and job rotations.
A large hospital in the city acquires a smaller hospital, resulting in a total employee count of 1,200. As a result of the purchase, the accounts receivable unit of the small hospital, which has only six employees, is handling all outstanding patient accounts. During a workforce planning session, the HR director questions the accounts receivable manager about staffing requests for the following year. The manager informs the HR director that the department is adequately staffed and will not need more employees. Later the HR director learns that the manager has confided in other managers that he hopes to be promoted to by saving the hospital money from not hiring additional employees. Three accounts receivable employees terminate their employment abruptly. When cleaning out the desks of these employees, the accounts receivable manager finds over 100 accounts that have not been processed; monies are still outstanding on these overdue accounts. The manager distributes these overdue invoices to the other three remaining employees and tells them not to mention this to the senior manager. These employees come to the HR director in confidence to complain about the additional work, and they confide that they were instructed not to tell the senior manager about the incomplete work.
Since the accounts receivable manager is against adding staff, which workforce strategy should the HR director encourage the manager to take for developing the accounts receivable department?
- A . Encourage the manager to consider buy or build workforce approaches to help the department meet the organizational demands in the immediate future
- B . Implement a retention incentive program to encourage employees of the department to stay
- C . Develop a management training program for employees to be trained on the accounts receivable tasks as prospective replacements
- D . Reorganize reporting relationships to expand opportunities for job enrichment and span of control
A large hospital in the city acquires a smaller hospital, resulting in a total employee count of 1,200. As a result of the purchase, the accounts receivable unit of the small hospital, which has only six employees, is handling all outstanding patient accounts. During a workforce planning session, the HR director questions the accounts receivable manager about staffing requests for the following year. The manager informs the HR director that the department is adequately staffed and will not need more employees. Later the HR director learns that the manager has confided in other managers that he hopes to be promoted to by saving the hospital money from not hiring additional employees.
Three accounts receivable employees terminate their employment abruptly. When cleaning out the desks of these employees, the accounts receivable manager finds over 100 accounts that have not been processed; monies are still outstanding on these overdue accounts. The manager distributes these overdue invoices to the other three remaining employees and tells them not to mention this to the senior manager. These employees come to the HR director in confidence to complain about the additional
work, and they confide that they were instructed not to tell the senior manager about the incomplete work.
What should the HR director do about the accounts receivables that have not been processed?
- A . Allow the accounts receivable manager to handle the processes and procedures of the department.
- B . Engage co-sourcing services to ensure the account receivables are processed and the monies are received from the overdue accounts
- C . Inform the senior manager of the unprocessed accounts receivables with details of the its negative impact on the hospital’s financials.
- D . Investigate, document, and respond to the reports by discussing with the senior manager and the
accounts receivable manager.
A large hospital in the city acquires a smaller hospital, resulting in a total employee count of 1,200. As a result of the purchase, the accounts receivable unit of the small hospital, which has only six employees, is handling all outstanding patient accounts. During a workforce planning session, the HR director questions the accounts receivable manager about staffing requests for the following year. The manager informs the HR director that the department is adequately staffed and will not need more employees. Later the HR director learns that the manager has confided in other managers that he hopes to be promoted to by saving the hospital money from not hiring additional employees. Three accounts receivable employees terminate their employment abruptly. When cleaning out the desks of these employees, the accounts receivable manager finds over 100 accounts that have not been processed; monies are still outstanding on these overdue accounts. The manager distributes these overdue invoices to the other three remaining employees and tells them not to mention this to the senior manager. These employees come to the HR director in confidence to complain about the additional work, and they confide that they were instructed not to tell the senior manager about the incomplete work.
Which approach should the HR director take after learning that a competing hospital is opening nearby and recruiting for office positions?
- A . Benchmark the competition, develop and communicate an employment branding strategy
- B . Increase employee remuneration to lead the industry average compensation in the area
- C . Measure employee engagement through focus groups and opinion surveys.
- D . Retain talent by implementing a flat and high involvement organization
Grade 12 of a company’s salary structure has a mid-point of $46,500. A full-time employee in grade 8 has a base salary of $45,000.
What is the compa-ratio of the employee?
- A . 0.75
- B . 0.85
- C . 0.96
- D . 0.70
What is the name of Ulrich and Brockbank’s alternative structural model that offers transactional services and is mostly used in organizations with multiple business units?
- A . centralized model
- B . decentralized model
- C . functional model
- D . shared services model
"Tell me about a time you needed to get information from someone who wasn’t very responsive.
What did you do?" C this is what type of interview?
- A . Non-structured interview
- B . Behavioral interview
- C . Structured interview
- D . Situational interview
The C-Suite of a company with 600 employees intends to hire 150 employees in the next 12 months. The Chief Operating Officer and the HR Director are both responsible for the expansion initiative. The company headquarters is located in a small underdeveloped city. The local school system is slightly above the state average in terms of funding and graduation levels. The local economy is based on small businesses and manufacturing. The wage base in the city is significantly lower than that of the nearest larger city. The HR director is concerned about the ability to attract new candidates. The new positions will be administrative, business development, technical, and managerial. The HR director intends to propose that some current employees can be developed for promotion. The HR staff of two employees is excited about the project.
Which would be the first step the HR director should take to gather more detailed information to begin the staffing process?
- A . Obtain feedback from internal and external stakeholders
- B . Meet with the Chief Operating Officer to establish a talent acquisition strategy
- C . Prepare a business case to build support for the initiative
- D . Determine what assessment metrics would accurately rate the effectiveness of the initiative
The C-Suite of a company with 600 employees intends to hire 150 employees in the next 12 months. The Chief Operating Officer and the HR Director are both responsible for the expansion initiative. The company headquarters is located in a small underdeveloped city. The local school system is slightly above the state average in terms of funding and graduation levels. The local economy is based on small businesses and manufacturing. The wage base in the city is significantly lower than that of the nearest larger city. The HR director is concerned about the ability to attract new candidates. The new positions will be administrative, business development, technical, and managerial. The HR director intends to propose that some current employees can be developed for promotion. The HR staff of two employees is excited about the project.
Which tactic should the HR director take to effectively recruit outside the local market upon realizing that the company will not be able to find qualified candidates locally, particularly for specialized positions?
- A . Hire a staffing agency to find suitable candidates for the specialized positions.
- B . Engage in a job analysis and job evaluation for the specialized positions to ensure competitiveness
- C . Explore the options of near-shoring and co-sourcing to fill the positions
- D . Revert to the C-suite for an executive decision specific to the specialized positions.
The C-Suite of a company with 600 employees intends to hire 150 employees in the next 12 months. The Chief Operating Officer and the HR Director are both responsible for the expansion initiative. The company headquarters is located in a small underdeveloped city. The local school system is slightly above the state average in terms of funding and graduation levels. The local economy is based on small businesses and manufacturing. The wage base in the city is significantly lower than that of the nearest larger city. The HR director is concerned about the ability to attract new candidates. The new positions will be administrative, business development, technical, and managerial. The HR director intends to propose that some current employees can be developed for promotion. The HR staff of two employees is excited about the project.
Which step should the HR director take to identify employees who the company can promote into new positions in a short time frame?
- A . Identify the KSAs needed, post the openings on social media, and select the most qualified applicants for the role.
- B . Identify the KSAs needed, use a HR software to match the skills of employees, and analyze their performance evaluations.
- C . Identify the KSAs needed for the open positions and invite employees to apply using the company intranet.
- D . Identify the KSAs needed, hold a focus group of supervisors and employees, and select the
employees based on the group’s feedback.
Latest SHRM-SCP Dumps Valid Version with 414 Q&As
Latest And Valid Q&A | Instant Download | Once Fail, Full Refund
