Question 1

A company operates domestically and has approximately 5,000 employees. It has been in operation for over 30 years.The company's HR team includes the senior HR leader, three HR directors, three HR managers, three HR business partners, and centers of excellence for total rewards, employee relations, and recruitment.

When the senior HR leader joined the organization four years ago, she was able to persuade her peers on the senior leadership team to support a shared services model. This model was supposed to revolutionize the way HR did business and better support the organization in achieving its goals and objectives.

The implementation has taken close to two years. After the first full year of operation, there was a 25% increase in the number of complaints from the business leaders and employees. The senior HR leader is determined to identify the root cause of the complaints and demonstrate the value of HR activities in supporting organizational success. She also wants to be able to confirm to the leadership team that they made the right choice in switching to a shared services model, as a few are now questioning the change.

The senior HR leader wants to determine if the original assumptions made are still valid. Which first step should she take to begin this evaluation?

Options :

A : Review the business case and project status based upon the original needs, risks, opportunities, costs, and time frames.

B : Ask her HR team what they believe are the major issues and improvements needed for the shared services model.

C : Ask the senior leadership team about the concerns they are hearing from employees and any new issues.

D : Focus only on the employee complaints because they provide critical information about the success of the model.

Answer: A

Question 2

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 3

A newly hired HR director has been assigned to lead a companyâ€™s transition to a total rewards environment. The company CEO expresses full support for the HR director but expects results.

The HR director has identified significant challenges to be overcome:

Within HR, there is personal and professional conflict between the benefits manager and the compensation manager. Each believes that the former HR director favored the other in allocating resources.

Senior leaders are dissatisfied with the benefits and the HR department as a whole. They believe that HR used employee survey data to make them and their departments look bad. They doubt that HR can successfully implement any change initiatives.

The companyâ€™s hourly workforce has not had a raise in the last three years, although virtually all salaried workers have received at least a 2% annual adjustment with an additional 2% to 3% merit award based on individual performance against goals.

What should the HR director do about the benefits manager and the compensation manager who do not get along?

Options :

A : Acknowledge that they are adults and can figure out by themselves how to work together.

B : Talk with both managers and define acceptable behavior. Ask for feedback until everyone agrees on a way to work together.

C : Wait until the next conflict arises between the two managers, and then sit down with them and coach them.

D : Sit down with each of the managers individually and ask for their side of the story.

Answer: B

Question 4

A successful global energy company attracts entrepreneurial candidates with the desire to be highly compensated through an aggressive and competitive rewards program. Incentive pay is determined through a forced ranking system managed at each business unit through open group discussions about individual employee performance and contribution. The organization's structure is relatively flat; therefore, business units are empowered to adjust the unit strategy and approach as needed.

A highly analytical executive vice president (EVP) of the most productive business unit consistently states that managers are unnecessary as only leaders will advance and be rewarded. In this unit, employees are challenged to lead and to demonstrate innovation in all facets of the work. Employees who receive poor performance reviews often leave the organization, as they are ignored by leadership. As a result, turnover is high in this unit, but there is always a steady flow of candidates ready to fill vacancies due to its success.

During the performance review period, a new VP in this unit becomes fearful of being categorized as a manager versus a leader and decides to speak with the HR director to obtain guidance. The HR director recognizes that similar concerns have been captured in exit interviews and the annual survey.

With the high turnover in the EVP's business unit, the HR director is concerned about succession planning. Which action will best assist in succession planning efforts?

Options :

A : Conduct stay interviews with high potentials in the unit to determine the best way to minimize resignations through recognition programs.

B : Advertise all positions in the business unit to develop a pool of candidates for each role to offset future voluntary resignations.

C : Analyze the risks of losing key strategic skills and develop a plan to address gaps through a buy-or-build approach.

D : Create targeted interview questions for key roles to identify leadership attributes that support the culture and strategic plan of the organization.

Answer: C

Question 5

A company wants to use artificial intelligence (AI) in its candidate selection process. Which next step should the HR director take to evaluate this decision?

Options :

A : Compare the time-to-fill metrics with and without the Al feature.

B : Verify the company-s cloud-based software supports the Al feature.

C : Evaluate recruitment labor dollars saved versus time-to-fill with the Al feature.

D : Ensure the Al feature validates why the decisions are optimal.

Answer: A

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