Free SHRM SHRM-CP Exam Questions

A company with a specialty product that has gained rapid popularity with hospitals has grown quickly from 15 employees to 300 in a one-year period. The organization expects to continue to grow by several hundred employees per year for the foreseeable future.

The president's secretary has been handling all human resources matters, and the accounting department has been handling payroll. The supervisors have been making their own human resources decisions regarding recruitment, employee relations, discipline, and rewards, with various levels of success.

The president pays little attention to the day-to-day operations of the business and focuses his attention on marketing and publicity. He decides that it is now necessary to hire an HR director to lead and manage the HR function. The supervisors are resistant to having a formal HR function in the company, believing that it will create unnecessary work and affect their ability to effectively manage the organization.

During the interview process, the president indicates that there are a number of areas in need of focused attention, as the organization does not have job descriptions or a formal compensation structure and benefits are the same as when the company started.

On the HR director's first day, there is no formal onboarding process. The president suggests that a good starting point for the HR director is to create a plan and catch up on the recruiting requests for the growing company. He then walks the HR director to her new office, offers to help with any questions, and walks away.

In order for the HR director to effectively develop relationships, which action should she take first?

Which part of the organization has primary responsibility for bringing in revenue?

An HR director has been assigned to develop a program to support the opening of new retail stores. Which step in the ADDIE process identifies the behavioral results of the program?

A young learning and development specialist, having recently completed graduate studies in adult education and training, is hired into an HR department that has a strong history of management and employee training programs. For now, the specialist's assignment is to undertake scheduled revisions of specific elements in the learning and development system.

The programs have been well-attended and well-received by the organization, so there has been little need to change the learning approach. The specialist soon realizes that, while the course content is well-designed, built on sound practices, and engaging for participants, it offers little support or direction for transferring learning to the job environment. It is missing a major opportunity for improving job performance. She also notes a lack of competency-based learning that can be used by participants and their managers as performance standards to make it easier to implement and assess learning and performance levels.

The specialist would like to propose changes, but she is new to the company and the HR function. Her colleagues are older than she is and much more experienced. They have created or directed the curriculum that she wants to change. She notices that they smile condescendingly when she speaks at department meetings about her ideas. They seldom talk to her and have been rather harsh in their reviews of her initial projects. It is difficult for her to argue for change using actual data because the evaluation tools the department uses focus primarily on Kirkpatrick's Levels 1 and 2.

How can the specialist improve her relationship with her colleagues?