Free SHRM SHRM-SCP Exam Questions

A company operates in a very cost-focused environment, keeping its customers in the forefront of every decision they make. A recent merger has doubled the company size and expanded the product offerings to better serve customers. Each of the merged organizations had a significantly different approach to HR's service delivery. However, despite these and a number of other differences, the merger went ahead.

The merged company recently hired a new senior director of HR, selected primarily due to her expertise and experience in mergers and acquisitions. She reports to the CEO and the president of the newly merged company and has been tasked with leading the integration activities from an HR perspective.

The HR director recognizes immediately that, aside from needing to get the new HR organization established, HR service delivery is critical due to increasing cost pressures, a larger global workforce, and increasing internal and external customer expectations. She has met with her new HR team and key business stakeholders to obtain valuable feedback and proposals.

Which action should the HR director take first to achieve a successful integration of the HR functions?

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 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?