EFFICIENT SHRM-SCP–100% FREE EXAM PAPER PDF | SHRM-SCP NEW EXAM BRAINDUMPS

Efficient SHRM-SCP–100% Free Exam Paper Pdf | SHRM-SCP New Exam Braindumps

Efficient SHRM-SCP–100% Free Exam Paper Pdf | SHRM-SCP New Exam Braindumps

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q168-Q173):

NEW QUESTION # 168
A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.
The regional government office has been slow to adopt new management approaches, which has made it difficult for the office to compete for top talent in the regional workforce. What should the HR director do to ensure buy-in from managers and executives regarding changes to the telework policy?

  • A. Research telework best practices and their effect on engagement and retention.
  • B. Invite managers and executives to a meeting to discuss the office succession planning approach.
  • C. Review exit interview surveys of employees who have left the company.
  • D. Invite HR representatives from other organizations to talk about their strategies with office executives.

Answer: A

Explanation:
To ensure buy-in from managers and executives regarding changes to the telework policy, the HR director should:
* Research Best Practices: Conduct thorough research on telework best practices, including case studies and data on how telework policies affect employee engagement, retention, productivity, and organizational performance.
* Data-Driven Insights: Gather and present data-driven insights that demonstrate the benefits and potential challenges of telework. This can include statistics from reputable sources, surveys, and examples from similar organizations.
* Executive Briefing: Prepare a detailed briefing for managers and executives, highlighting the research findings and how updated telework policies can positively impact the organization.
* Engagement and Retention: Focus on how telework can enhance employee engagement and retention, which are critical for attracting and keeping top talent, especially in a competitive labor market.
* Pilot Programs: Suggest implementing pilot telework programs to gather internal data and feedback, allowing managers and executives to see the potential benefits firsthand before making permanent policy changes.
This strategic approach ensures that any policy changes are backed by solid research and align with SHRM's guidelines on using evidence-based practices to drive HR decisions and gain leadership support.


NEW QUESTION # 169
How would you describe the likely culture of the company and its employees?

  • A. High performing-employees wanting to prove the CEO wrong by doing their best work
  • B. Competitive among employees with a cutthroat mentality
  • C. Fear based with minimal contribution from employees
  • D. Tight-knit-employees commiserate about their experiences with the CEO

Answer: A

Explanation:
The most likely resulting culture in the organization would be fear based. Employees would likely be fearful of making contributions as they may make a mistake and would be fearful of losing their jobs or speaking up in meetings.


NEW QUESTION # 170
An HR department at a midsize company hosts regular manager meetings to provide updates regarding company structure practices, and policies. During the recent meeting, the HR director notified all managers of the company's new code of conduct policy and plans for an upcoming training about the policy. The policy explicitly states that managers must not form personal relationships with their direct reports. The HR director explains that the policy was created because concerns about fairness related to promotions and rumors about favoritism were beginning to cause conflict within some departments. Some of the managers express that training is not necessary, but they all agree to attend it. A few days after the training, the HR director receives a complaint from an HR employee who claims to have seen a manager and one of the manager's direct reports at a restaurant. The HR director was already concerned about this manager's judgment because the manager approved a promotion for the same direct report even though the direct report has documented performance-related issues. The HR director discusses the issue with the manager. In response, the manager criticizes the new policy and insists the relationship did not impact the direct report's promotion recommendation. The manager also states that the training was unclear and that other managers have the same opinion.
Several employees heard of the manager's personal relationship with the direct report. They approach the HR director with concerns that the direct report may have been unfairly promoted. How should the HR director respond to these concerns?

  • A. Tell the direct reports that the HR director will share their concerns with the leadership team.
    D Request that the direct reports stop spreading rumors about the promotion
  • B. State that HR cannot disclose any information on the reasons for promotion at this time.
  • C. Ask the direct reports to provide any evidence they may have that supports their suspicions.

Answer: A

Explanation:
* Acknowledge Concerns: The HR director should acknowledge the employees' concerns to show that their feedback is taken seriously. This helps in maintaining trust and transparency within the organization.
* Escalation to Leadership: By sharing the concerns with the leadership team, the HR director ensures that the issue is addressed at the highest level, which can help in making a fair and unbiased decision regarding the promotion.
* Policy Adherence: Addressing the concerns formally aligns with the company's code of conduct policy and demonstrates that the HR department is committed to upholding ethical standards and fairness.
* Investigation and Action: Informing leadership allows for a thorough investigation into the matter, ensuring that any necessary actions are taken to rectify potential favoritism and maintain integrity in the promotion process.
References:
* SHRM, "Managing Workplace Investigations," available at SHRM.org.
* SHRM, "Promoting Fairness and Transparency in Promotion Processes," available at SHRM.org.


NEW QUESTION # 171
H-IB work visas may only be obtained for employees who

  • A. work in a specialty occupation and have a bachelor,s degree equivalency.
  • B. pass a rigorous test to prove their knowledge of the United States.
  • C. reside in either Mexico or Canada and work in a specialty occupation.
  • D. area recent college graduate and wish to work in the same field of study.

Answer: A

Explanation:
H-IB visa applicants are eligible if they possess a bachelor's degree or foreign equivalent and work in a specialty occupation as defined by the US Citizen and Immigration Services (USCIS).


NEW QUESTION # 172
A former assistant manager was promoted to lead his own department. One of his first goals is to get to know his team and find out ways to motivate individual employees. What can the manager do to motivate one of his employees who he regards as affiliation-oriented?

  • A. Create a competitive work environment.
  • B. Create a flexible work environment.
  • C. Create an innovative work environment.
  • D. Create a collaborative work environment.

Answer: B

Explanation:
According to McClelland's Three Needs Theory, there are three intrinsic needs that determine how an employee can be motivated: achievement, affiliation, and power. An affiliation- oriented employee is motivated by teamwork and building relationships. An achievement-oriented employee is motivated by meaningful and challenging work. A power-oriented employee is motivated by competition.


NEW QUESTION # 173
......

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