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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. How would you handle this request?

A) Ask for a doctor,s note. If the doctor states that he/she requires a stand-up desk to perform the essential functions of the job, provide it.
B) Back pain does not qualify as "disability" under the American,s with Disabilities Act. so noaccommodation needs to be made.
C) Provide the stand-up desk to the employee as iVs a reasonable request.
D) Perform an ergonomic assessment of the workstation before making any determinations if a modification is needed.

3. What is the biggest disadvantage of having a remote workforce?

A) Lack of communication between coworkers and employees and managers
B) Home-based employees being likely to encounter too many distractions and not being asefficient
C) Possible safety and risk concerns for employees to hurt themselves away from the of the
D) The possibility for employees to misrepresent their work time

4. Which of the following would be the most effective first step for the HR representative to present for the manager?

A) The manager should design and implement a performance improvement plan for the maleteam members to improve overall morale.
B) During the next team meeting, the manager should join virtually to remind staff members ofthe organizational values.
C) The manager should relocate his or her of the to be able to work on-site and betterunderstand the working dynamic.
D) The manager and the HR representative should schedule one-on-one meetings with each ofthe team members individually to better understand the workplace dynamics.

5. How would you appeal to senior finance leadership and convince them of the importance of this program?

A) Put together a succinct, finance-centered document with the total budget needed, how thebudget will be spent, the expected impacts on employee retention, and in turn, cost savings.
B) Put together a comprehensive document that defines eligibility requirements, high-potential employees who may participate, a timeline, marketing material, and acommunication plan.
C) Start a six-month pilot program, which costs much less than the full program, and hope thatits success will justify the money spent thus far.
D) Give a presentation to the senior finance leadership, and give several case studies of otherorganizations that had success with mentoring programs. Explain the employee morale-boosting benefits, and answer any questions they have.

Solutions: