Free SHRM SHRM-SCP Practice Exam Questions

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Total 548 Questions | Updated On: Oct 30, 2024

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Question 1

A manager has to leave work in the middle of the day because of a sick child. The employer does not have a paid time off policy. The manager notes a deduction equivalent to a half-day of salary in his nest paycheck. What is a possible outcome?

A : Loss of the overtime exemption

B : Violation of Family and Medical Leave Act

C : Reduced absenteeism

D : Challenge of manager's employee status

Answer: A

Question 2

A 40-year-old company is acquired by a 100-year-old company. Both companies have strong cultures.

The acquiring company's chief people officer establishes a team of business and HR professionals from both companies to assess their respective cultures and develop and enact an integration strategy. The HR director from the acquired company is asked to serve as that company's lead representative on the integration team.

A few weeks into the integration team's work, the HR director notices significant differences between the companies' cultures. While some aspects of the companies' cultures seem to be merging, many of the acquiring company's cultural norms are taking precedence as the united culture is being solidified. This situation is being fueled by the fact that a majority of the newly selected executive team members are leaders from the acquiring company.

How should the HR director go about preparing employees of the acquired company for the forthcoming cultural changes?

A : Work with company executives and senior leaders to establish a common understanding of the change efforts needed.

B : Set up regularly scheduled round table meetings with small groups of managers to address their concerns regarding cultural changes.

C : Conduct a survey to identify the top cultural concerns among employees, and publish a response in the company newsletter.

D : Implement a monthly meet-and-greet between staff from both companies and the executive team to discuss cultural challenges.

Answer: A

Question 3

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

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

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

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

Answer: A

Question 4

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for 15 plus years. The company has just over 1,500 employees. It has sustained double-digit growth for the past four years and owns 80% of this specialized market. Based on this growth, employees have received on average a 6% increase, exceeding local wage increase rates.

Over the past year, the employee turnover rate has increased. A majority of employees who voluntarily exited the company had received exceptional performance reviews. While there is a new competitor in the market, the competitor's starting pay rates are very similar.

A recently hired HR manager reviews the exit interview data. The review identifies a perceived inequity in how disputes are resolved and the distribution of privileges, job duties, and performance rewards. Additionally, decreased attendance at company events indicates low engagement. The CEO believes strongly that good performers are leaving because competitors are "stealing" them; he does not believe that employees are leaving because of poor engagement. The CEO states that decreasing unwanted turnover is an immediate priority and directs the HR manager to increase entry salary rates to increase competiveness.

In addressing the increased turnover, what is the first action the HR manager should take?

A : Review the company's compensation strategy, especially for employees who participated in the exit interviews.

B : Analyze all turnover data, including turnover type, work location, employee demographics, and business unit.

C : Recommend that the company implement an engagement survey to determine current employee engagement levels.

D : Ask the current management team why they think employees have recently left the company.

Answer: B

Question 5

A manager accepts a position relocation to a foreign country. Which service should the company provide upon arrival to help the employee in the new environment?

A : Foreign language instruction

B : Cross-cultural training

C : Host country sponsor

D : Realistic job preview

Answer: B

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Total 548 Questions | Updated On: Oct 30, 2024

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