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

1. How should an HR director create a workforce plan to manage headcount?

A) Modify the hiring plan based on attrition.
B) Identify talent gaps as a result of necessary skillset changes.
C) Facilitate the information-gathering process to determine talent inventory.
D) Determine the competencies needed for current open positions.

2. The president of a large company is planning to retire soon. The president has been with the company for 40 years, the longest tenure of any employee in the company, and has been president for the last 10 years. In addition to replacing its top leader, the company is also in the midst of conducting strategic planning for the next three years. The HR director has been placed in charge of overseeing the selection and transition process for the new president and has organized a search committee consisting of external board members. The search committee has identified three internal candidates for the position and must move forward with the process of selecting one to be president.
The candidates for the position are all engineers with limited experience in business management. What is the best indicator that the candidates will be able to succeed in the position despite a lack of business background?

A) Demonstrated success in making sound business decisions in recent positions
B) Commitment to pursue an executive master's of business administration soon after assuming the position
C) Scoring highly on a competency-based managerial assessment of business skills
D) Consistently high ratings by colleagues on interpersonal skills

3. An HR manager is tasked with creating a new training program that incorporates adult learning theory. Which component should be included?

A) Internal processes to ensure learning is retained
B) Problem-centered approach to learning
C) Affiliation for being accepted by others
D) Outcome-based evaluation of results

4. An HR director is hired to address the executive team's concerns about negative workplace culture and its impact on financial performance. During an initial investigation the HR director discovers that the two division directors often fail to communicate with each other and their employees. Each division maintains separate workplace policies, and the workspaces for the divisions are spread out across multiple floors. For employee management, the director of the client services division is assisted by a small HR team. The director of operations does not work with the HR team and instead uses company funds to seek employee management advice from an executive coach, who has no official coaching training. The HR director suspects facilitating change at the company will be challenging because engagement data indicates many employees distrust the company's leadership and HR.
Which action should the HR director take to improve the flow of information throughout the company?

A) Increase the company's social media presence by promoting employee participation.
B) Ask the division directors to align the workplace policies across their divisions.
C) Share information across multiple technology platforms to increase the likelihood that employees read the updates
D) Develop a quarterly newsletter to share information about major company updates.

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.
The HR specialist is concerned the manager's negative comment about the acquisition will lead to other employees having negative opinions about the acquisition. Which action should the HR specialist take to address this concern?

A) Suggest that any employees who are anxious about the acquisition talk to HR about their concerns.
B) Inform senior leadership that managers are sharing negative comments about the acquisition.
C) Ask the manager how many others saw the comment to understand how disruptive the comment might be.
D) Coach the manager regarding effective communication options.

Solutions: