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SHRM-CP PRACTICE TEST QUESTIONS AND
RATIONALIZED ANSWERS 100% CORRECT
1. A small start-up software company realizes that the technology skillsets of
newly hired programmers are more advanced than the existing program- mers' skillsets. Recognizing the constant business need for these evolving, state-of-the-art skillsets, which is the best workforce development strategy to implement?
A. Partner with a local community college to offer programmers the oppor-
tunity to update their skillsets.
B. Offer new hires shorter-term contracts to allow for a continual hiring of
programmers with the most up-to-date skills.
C. Design a rigorous in-house training program to get longer-tenured pro-
grammers up to speed with the newer programmers.
D. Perform a job redesign for the existing employees that will not require new,
updated skills.: B. Offer new hires short-term contracts to allow for a continual hiring of programers with the most up-to-date skills. Rationale: If the skillsets of employees who have been with the company for several years become inferior to those of new hires, planning for churn by offering smaller contracts is a better strategy. Repeatedly training an entire staff with new skills that they may or may not grasp will not be cost-effective to the organization, and there may not be enough work at the company to support a job redesign.
2. Which hands-on training method best allows an onboarding manufactur-
ing employee to practice his job in a risk-free setting?*
A. Apprenticeship
B. Simulation
C. Team Training
D. Role Play: B. Simulation
Rationale: Simulations can be used to teach production and process skills in a risk-free environment. A role play is best used to assess and train interpersonal skills. Apprenticeship is a type of on-the-job training where the trainee will still be exposed to risk. Team training is used to improve the effectiveness of group interactions.
3. An HR manager has been asked to design a training program for the com-
pany. Which HR metric should be considered first in designing the program?*
A. Average tenure of employees
A. Track timely receipt of appraisals
B. Identify development areas
C. Design appraisal system
D. Train staff to use performance system: B. Identify development areas
Rationale: "Identify development areas" is best determined by managers because they know more of the job specifics. The other options are responsibilities that HR would typically handle.
6. Which is a significant benefit of recruiting from internal sources?
A. Minimizes inflated expectations about the job
B. Innovation increases with each infusion of new talent
C. Provides a continuous pool of applicants
D. Employees will all be of the existing mindset: A. Minimizes inflated expecta-
tions about the job Rationale: Internal applicants who apply for positions will have a better understand- ing of what the job entails because they are more knowledgeable about the compa- ny and how it operates. Innovation is not guaranteed from new talent. Employees with the same mindset can be hesitant to suggest change. Internal recruiting may not always provide a continuous pool of applicants if current employees are not interested in applying.
7. The CEO asked the HR director to support this new staffing need of moving
the operation to headquarters by supplying 70 new jobs. Which is the best action for HR to take first to begin supporting this initiative?*
A. Identify a recruiting firm to attract talent to fill the new positions.
B. Survey employees to gauge interest in relocating to company headquar-
ters.
C. Review job descriptions and total rewards structure to align them with
staffing goals.
D. Identify employees unwilling to relocated so they can convey historical
knowledge to new hires.: C. Review job descriptions and total rewards to align them with staffing goals. Situational judgment test (SJTs) require you, as an examinee, to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do
C. Recommend leadership to focus on the biggest obstacle to retention.
D. Advise leadership to offer incentives to retain high-performing staff.: A.
Create a program for leadership to provide resources to assist staff. Situational judgment test (SJTs) require you, as an examinee, to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
9. After being acquired twice and many layoffs resulting in low morale, Many
employees suffer anxiety because of the increased workload and the fact their long-time friends are gone while they remain. Which is the most important first step for the HR director to take to mitigate the effects of survivor syndrome being experienced by remaining employees?*
A. Offer one-to-one career coaching so employees can manage increased
workload.
B. Communicate with employees to acknowledge that management is aware
employees are struggling and intends to help.
C. Invite a representative of the employee assistance program (EAP) to a
town hall meeting to review EAP benefits for all employees.
D. Encourage department heads to actively increase individual recognition of
employee contributions to the business.: B. Communicate with employees to acknowledge that management is aware employees are struggling and intends to help. Situational judgment test (SJTs) require you, as an examinee, to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond in the situation, but SJTs require thinking and acting based on the best of the available options. Do not base your answer on your organization's approach to handling the situation, but rather, answer based on what you know should be done according to best practice. Panels of SHRM-certified subject matter experts rate the effectiveness of each response option, and the "best" answer is derived by statistical analysis of those expert opinions.
11. Which test most effectively identifies potential high-performing leaders
in a collaborative work environment?*
A. Personality
B. Psychomotor
C. Work sample
D. Emotional intelligence: D. Emotional intelligence
Rationale: Leaders with a high level of emotional intelligence perform better and achieve superior outcomes than leaders with less of this competence. Psychomo- tor, work sample, and personality test do not measure emotions. Psychomotor tests measure dexterity, coordination, and steadiness. Personality tests are designed to measure whether an applicant's attributes match certain job criteria. Work sample test require an applicant to perform a simulated task associated with the job.
12. Recently, HR has received complaints about the fairness of the CEO's
compensation. Which should the HR manager do first to ensure that the executive compensation practices of the company are fair?*
A. Identify the rewards being offered to incentivize long-term goals.
B. Determine which objectives are being used to evaluate executives.
C. Analyze the company culture and compensation structure history.
D. Confirm the plan is balanced with long-term and short-term incentives.: C.
Analyze the company culture and compensation structure history Rationale: Analyzing the company culture and compensation structure history sets the groundwork for determining if the CEO's compensation plan is fair and consis- tent with the existing values of the company. After the compensation structure is examined and understood, the HR manager can determine what, if any, objectives, rewards, and incentives are used.
13. A CEO thinks the best way to make his organization a leading competitor
is to merge with a healthcare organization that recently acquired the rights to new technology. Which best describes the degree and timing of the change the CEO is implementing?*
A. Incremental-reactive
B. Radical-anticipatory
C. Radical-reactive
D. Incremental-anticipatory: C. Radical-reactive
experience, or desire. This may make the high-performing employees frustrated because they feel these employees are not contributing equally to the attainment of group goals. Piecework, profit sharing, and behavioral encouragement are individual incentive plans.
15. Which is the best way to address the lack of diversity within organization-
al units?*
A. Implement incentives to employees for candidate referrals.
B. Confirm that recruiters incorporate diversity policy into the recruitment
process.
C. Consult legal to mitigate discrimination claims in hiring.
D. Develop a diversity initiative with targeted hiring objectives.: D. Develop a
diversity initiative with targeted hiring objectives Rationale: The best way to address lack of diversity is to create a diversity initiative because it places importance on diversity by aligning it with the business priorities. The initiative will also outline what changes are needed in the workforce and what strategies will be put in place to achieve these changes. Simply confirming that recruiters are incorporating the diversity policy is not specific enough to address the issue. Legal will advise to mitigate discrimination claims, hire more diverse applicants. Candidate referrals are more likely to be similar to existing employees, thus perpetuating the diversity issue.
16. Which measure shows how much more valuable an organization has
become because of its investment in human capital?*
A. Human economic value added
B. Human capital return on investment
C. Human capital added
D. Return on investment: A. Human economic value added
Rationale: Human economic value added shows the wealth created per employee. It shows how much more valuable the organization has become because of its investment in human capital. Return on investment shows the value of investments in human capital. Human capital return on investment shows the amount of profit derived from investments in labor. Human capital value added shows the operating profit per full-time employee.
