Question 1

Two members of the HR strategy team constantly argue about priorities, and their conflict could now possibly impact the schedule. The vice president of HR tells them both to stop arguing and defines the priorities. What conflict management style did she use?

Options :

A : Collaborate

B : Compromise

C : Avoid

D : Force

Answer: D

Question 2

The sales department of a company is in the midst of reorganization. An important factor in the decision to reorganize was the president's concern over lagging sales and missed targets for the past two years and a desire to restructure the compensation plan for this group. Once the reorganization was announced, the director of the sales group resigned. This gave the company the opportunity to restructure the leadership of this area, resulting in a new vice president (VP) of sales being hired, replacing the former one.

As part of the new VP's onboarding, the HR director updates the VP on the sales reorganizing activities to date and on employee performance in the area. He also shares the proposed structural changes and indicates that the former VP sales leader may have shared these plans prematurely with the sales staff. The plans include possible staff reductions and ending unprofitable customer relationships.

What actions should the HR director take to demonstrate an understanding of the priorities of both the sales function and the organization?

Options :

A : Wait to see what the VP of sales wants to do to solve the issues and then agree to her approach.

B : Encourage the VP of sales to implement her ideas without any HR involvement.

C : Listen to the VP-s needs and thoughts, and then offer ideas to create the appropriate sales structure.

D : Listen to the VP-s needs and thoughts, and then immediately implement those suggestions.

Answer: C

Question 3

A 40-year-old company is acquired by a 100-year-old company. Both companies have strong cultures.

The acquiring company's chief people officer establishes a team of business and HR professionals from both companies to assess their respective cultures and develop and enact an integration strategy. The HR director from the acquired company is asked to serve as that company's lead representative on the integration team.

A few weeks into the integration team's work, the HR director notices significant differences between the companies' cultures. While some aspects of the companies' cultures seem to be merging, many of the acquiring company's cultural norms are taking precedence as the united culture is being solidified. This situation is being fueled by the fact that a majority of the newly selected executive team members are leaders from the acquiring company.

How should the HR director go about preparing employees of the acquired company for the forthcoming cultural changes?

Options :

A : Work with company executives and senior leaders to establish a common understanding of the change efforts needed.

B : Set up regularly scheduled round table meetings with small groups of managers to address their concerns regarding cultural changes.

C : Conduct a survey to identify the top cultural concerns among employees, and publish a response in the company newsletter.

D : Implement a monthly meet-and-greet between staff from both companies and the executive team to discuss cultural challenges.

Answer: A

Question 4

A manager accepts a position relocation to a foreign country. Which service should the company provide upon arrival to help the employee in the new environment?

Options :

A : Foreign language instruction

B : Cross-cultural training

C : Host country sponsor

D : Realistic job preview

Answer: B

Question 5

Which type of global assignment refers to an employee who is being reassigned to an international jurisdiction?

Options :

A : Home-country employee

B : International assignee

C : Foreign appointee

D : Expatriate citizen

Answer: B

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