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

1. A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
Although the leadership team initiated the project, a few members express concerns that the project is not a good use of the facility's funds. They are skeptical that the project will lead to any tangible benefits for the facility. Which action should the HRBP take to address the leadership team's opposition to the project?

A) Finish gathering data for the project before addressing the leaders' concerns.
B) Compile case studies of real-world examples where poor company culture resulted in organizational failure.
C) Justify the investment in the project by highlighting the return on investment in relation to costs of turnover.
D) Provide examples of steps the facility may choose to take to improve company culture during later phases of the project.

2. The hiring practices of a company include fully screening prospective employees prior to a job offer, which is then unconditional. A new HR manager wants to instead begin extending conditional offers. Which reason best illustrates an advantage of extending conditional offers from the company's perspective?

A) A candidate can be onboarded more quickly when a conditional offer is extended.
B) Extending a conditional offer shows interest in the candidate more quickly.
C) There is immunity from a discrimination standpoint when a conditional offer is withdrawn.
D) A conditional job offer shows greater interest by the company.

3. An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.
Several employees are working on a critical assignment in another country, and senior leadership orders that they be notified immediately that they will be laid off. However, the site manager feels this will prevent the work from being completed and refuses to tell them. What should the HR director do?

A) Schedule a video conference meeting with the employees to communicate the layoffs personally.
B) Explain to the site manager that employees should be told now before they hear about the layoffs from others.
C) Warn the site manager of the consequences of not complying with a direct order from senior leadership.
D) Insist that the site manager develop a solution for completing the work despite the layoffs.

4. The marketing department at a large financial services company chooses five high-performing staff members every year to receive a performance award, which includes a monetary reward and recognition at an end-of-year meeting. Employees are chosen by managers in the marketing department. Each manager nominates two direct reports, and then all managers meet as a group to discuss nominees until a consensus is reached. The names of the winners are given to HR for final approval. The marketing department is preparing to begin this year's nomination process. There have been repeat winners in each of the last three years. A marketing employee files a complaint with the HR director about favoritism in the award process.
Additionally, the employee points out that newer employees rarely win the award, which lowers their morale.
New employees tend not to win because they spend a couple of years training and shadowing experienced employees before receiving tasks to perform independently.
How should the HR director minimize the perception of favoritism in the selection process?

A) Allow non-managerial employees to nominate two peers for the performance awards.
B) Send an annual email to managers reminding them to be fair and objective.
C) Create a policy that prohibits an employee from winning the award more than two years in a row.
D) Hide employee names on nomination forms during the review and consensus discussion.

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

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