SHRM SHRM-SCP Value Pack (Frequently Bought Together)

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SHRM SHRM-SCP Exam Syllabus Topics:

SHRM Senior Certified Professional (SHRM-SCP) Sample Questions:

Question 1

A start-up company specializing in technology is acquired by a larger international organization located in a foreign country. Following the acquisition, a manager from the international company schedules a virtual social hour so employees on the manager's team can bond outside of work hours. During the virtual social hour, employees from the start-up experience difficulties understanding the international employees due to language barriers. An employee from the start-up writes an inappropriate comment making fun of how the international employees speak intending to send it to a co-worker but accidentally sends the message to the whole team. The manager reports the employee's behavior to an HR specialist, who documents the incident. A few weeks later the HR specialist receives an email from the employee who sent the message indicating that the employee's manager is acting hostile toward the employee, and the employee's manager mentioned that the international company should never have acquired the start-up.
How should the HR specialist address the manager's hostile behavior toward the employee?

A. Request the employee provide specific documentation of the manager's hostile behaviors.
B. Suggest that the manager meet with the employee to address any perceived hostile behavior
C. Advise offering the employee the opportunity to transfer to a different team.
D. Explain to the employee that the manager's behavior is likely in response to the employee's inappropriate message.

Question 2

A company introduces a new product and needs its call center employees to go through extensive product training so that they can answer customer questions. The training is conducted through an online learning portal, set up as a labyrinth, that employees have to navigate through. Along the way, they learn about different aspects of the product, take quizzes, collect points, and move up levels to access more information. What type of learning is this?

A. Play-based learning
B. Maze product training
C. Scenario-based learning
D. Gamification

Question 3

Which statement does NOT describe unlawful harassment?

A. Behavior that is severe and pervasive enough that a reasonable person would find it hostile or abusive
B. Enduring of fensive conduct becomes a condition of employment
C. Unwelcome conduct that is based upon the victim,s protected status
D. Any type of bullying or unwelcome conduct from a supervisor

Question 4

The CHRO keeps a pulse on how the employees feel while changes are being implemented. At first, she hears positive feedback. But later, employees start to express that the company is not doing enough. Dung deeper, she finds out that employees feel like the company is talking a lot about sustainability but not really living up to their vision. VVhat should the CHRO do with this information?

A. With the approval of the CEO, gather employee feedback and ideas, and organize them to formulate suggested solutions.
B. Sell the employees on the company,s vision, and engage them more in the change initiatives.
C. Ask employees to be patient and wait for the changes to be completed before making judgments.
D. Improve communication to employees through frequent updates on the company,s internalwebsite.

Question 5

An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP's internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP's clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.
The HRBP wants to provide suggestions to the organization's executives about how to improve communication within the company, but the CHRO does not include the HRBP in strategic discussions that the CHRO has with other executives. What should the HRBP do?

A. Email the CHRO asking if the HRBP may attend the next strategic discussion meeting.
B. Write an email to the CHRO explaining the suggestions of the HRBP.
C. Meet with other executives informally to share the HRBP's suggestion.
D. Schedule a meeting with the CHRO to explain the HRBP's suggestions.

Solutions: