Free SHRM SHRM-SCP Exam Questions

Question 1

A rapidly growing technology start-up company with 200 employees forms a new team to handle recruitment for the company that is independent of the HR team. The recruitment team does not have any specific guidelines for hiring. The HR director wants to establish guidelines to prevent the theft of intellectual property and insists that the recruitment team begin conducting background checks to verify applicants' criminal histones. The recruitment director feels that background checks create unnecessary delays and that the multiple interviews used to make selection decisions serve the same purpose as a background check. Considering the company's rapid growth and desire to avoid any intellectual property theft, what would have been an effective way to structure the recruiting function to avoid the present difficulties?

A : Allow the recruiting team to function autonomously, but require weekly meetings with HR.

B : Expand the HR function to include the recruiting function as well as the other HR functions.

C : Keep recruiting and HR separate, but hire a recruitment director with experience as an HR director.

D : Outsource the entire recruiting function to a company with expertise in such work.

Answer: B

Question 2

What are the four primary levels of organizational goals?

A : Financial, social, internal, and external

B : Marketing, sales, quality, and market share

C : Strengths, weaknesses, opportunities, and threats

D : Mission, strategic, tactical, and operational

Answer: D

Question 3

What is one of the three considerations for understanding global forces?

A : effects of any given global force will be felt consistently and universally across the globe.

B : various PESTLE-type forces shaping globalization today are each isolated and can best be understood in terms of their unique individual effects.

C : y given global force will have equal but opposite effects in emerging countries versus developed countries.

D : ile the effects of a given global force are also global, their impact may be felt uniquely by different cultures, industries, and organizations.

Answer: D

Question 4

A pharmaceutical company has been struggling over the past year. The CEO announced his planned retirement at the beginning of the year, and the board of directors recently hired a replacement who is from the hospitality industry. Sales have been flat, and the board and stakeholders are looking for growth. They believe that the experience the new CEO brings will be successful in creating growth.

In his second week with the company, the new CEO visits the chief human resources officer (CHRO) and advises her that he wants a particular training company to train all the sales staff. He has used this training company in the past and believes this will improve sales. He advises the CHRO to call them and tell them he referred her and to get on this quickly. He then leaves.

The CHRO knows that this violates the company's procurement policy of requiring three bids. She is also concerned that the training company may not be familiar with the legal regulations of pharmaceutical companies. In addition, the CHRO is not certain that a lack of training is really the solution to the problems the company has been experiencing.

The CHRO learns that the competition has changed significantly over the past year, with much lower-priced options on the market. The sales team has also shared with the CHRO that the vice president of sales refuses to compete on price. Which is the best course of action that the CHRO should take with the information received?

A : Discount the information until the training has been completed and then determine if the feedback is still valid and needs to be addressed.

B : Advise the salespeople to begin sending e-mails directly to the marketing department, with specific examples of business lost because of price.

C : lidate with the VP of sales why the feedback has not been acted on or brought to the senior leadership team meetings.

D : tify the CEO that the likely source of the problem has been identified, and it does not appear to be training.

Answer: C

Question 5

A successful global energy company attracts entrepreneurial candidates with the desire to be highly compensated through an aggressive and competitive rewards program. Incentive pay is determined through a forced ranking system managed at each business unit through open group discussions about individual employee performance and contribution. The organization's structure is relatively flat; therefore, business units are empowered to adjust the unit strategy and approach as needed.

A highly analytical executive vice president (EVP) of the most productive business unit consistently states that managers are unnecessary as only leaders will advance and be rewarded. In this unit, employees are challenged to lead and to demonstrate innovation in all facets of the work. Employees who receive poor performance reviews often leave the organization, as they are ignored by leadership. As a result, turnover is high in this unit, but there is always a steady flow of candidates ready to fill vacancies due to its success.

During the performance review period, a new VP in this unit becomes fearful of being categorized as a manager versus a leader and decides to speak with the HR director to obtain guidance. The HR director recognizes that similar concerns have been captured in exit interviews and the annual survey.

How best should the HR director acknowledge the new VP's concern?

A : ten carefully, document the VP's concern, and accurately paraphrase understanding of the concern during the conversation.

B : form the VP that this is not the first concern of this type and that it will be further investigated.

C : k the VP if any direct reports have the same concern and request a meeting with the individual(s).

D : form the VP that the information will be escalated due to the high turnover in the business unit.

Answer: A