SHRM SHRM-SCP : Senior Certified Professional (SHRM-SCP)

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SHRM SHRM-SCP Exam Syllabus Topics:

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

1. When preparing to make an of fer to a candidate, recruiters must consider several factors before deciding how much to of fer within the applicable pay scale. What factors should NOT be considered?

A) The candidate,s expectations
B) The candidate,s potential commute
C) Internal equity-how much the other incumbents are being paid for the same job
D) The candidate,s current compensation

2. The CHRO keeps a pulse on how the employees feel while changes are being implemented. At first, she hears positive feedback. But later, employees start to express that the company is not doing enough. Dung deeper, she finds out that employees feel like the company is talking a lot about sustainability but not really living up to their vision. VVhat should the CHRO do with this information?

A) With the approval of the CEO, gather employee feedback and ideas, and organize them to formulate suggested solutions.
B) Ask employees to be patient and wait for the changes to be completed before making judgments.
C) Sell the employees on the company,s vision, and engage them more in the change initiatives.
D) Improve communication to employees through frequent updates on the company,s internalwebsite.

3. Which company programs are most effective when developing succession plans?

A) Recruiting and feedback
B) Coaching and development
C) Compensation and benefits
D) Mentoring and reorganization

4. Which is a role of HR as it relates to complying with the International Labor Organization's unfair labor practices?

A) Reunite migrant workers with dependent children and spouses.
B) Inform migrant workers in their native language of their rights to equal opportunity.
C) Offer relevant language courses after work hours at a convenient location.
D) Remuneration that exceeds the prevailing wage for the occupation

5. A multinational manufacturing firm recently experienced a series of product line defects and supply chain shortages. At the request of the chief operating officer (COO), the firm hires a new VP of operations who worked for the COO at another company for many years. The VP is well known for achieving results quickly and efficiently. During a conference call with the COO and all operations managers, the new VP begins making angry remarks toward the managers because the VP believes they are not responding quickly to questions about the recent problems. When the managers speak the VP responds by criticizing them and speaking with a loud aggressive tone of voice. The COO advises the VP to focus on identifying the root cause of the problem rather than criticizing the managers. In response, the VP accuses the COO of being too lenient on the managers during a period of crisis that requires quick and deliberate action. After the meeting, the managers send a formal letter to the firm's regional HR director describing the VP's behavior and requesting an immediate response.
The regional HR director discovers that the VP's onboarding process was shortened because the firm needed the VP to oversee multiple high-visibility initiatives. What should the regional HR director do to ensure the VP understands the business impact of the company's leadership and culture standards?

A) Oversee the onboarding process to ensure the VP completes the remaining activities before taking any additional assignments.
B) Ask the VP to provide a detailed summary of the VP's short-term and long-term goals for improving leadership and culture.
C) Meet with the VP to review the alignment between the company's standards and the VP's strategic goals.
D) Send the VP a brief narrative summary of the company's leadership and culture standards.

Solutions: