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

1. A new HR director is hired into the HR department of one at a midsize, engineering company. The HR director immediately notices that, unlike all other major departments, HR is never invited to any important meetings, or involved in strategic discussions. The president of the company sees the sole use of an HR department as meeting legal requirements and the core duties of the HR director are to onboard new employees, help them complete their paperwork and address employee complaints. The HR director sees several areas where HR can add value to the company such as improving employee engagement, automating various HR systems, and introducing a performance review process. The HR director recognizes that the company needs one to two additional HR employees to truly be able to implement these important initiatives.
When the HR director asks the president about the possibility of hiring two new HR employees, the president laughs and replies that one HR employee is costing the company more than enough.
While developing the performance appraisal system, several employees explain to the HR director that they largely work independently, making it difficult to provide ratings for others. What approach should the HR director propose to meet the needs of the company?

A) Introduce more concrete performance criteria including the number of projects completed and client satisfaction ratings.
B) Ask managers to make ratings based on documentation and material provided by the individual employees.
C) Design a new performance management system focused on the achievement of individual goals tied to organizational goals.
D) Restructure employees' work so that they work more collaboratively.

2. A company in a competitive industry starts a two-year integration strategy aimed at being an innovator in a particular area. The chief human resource officer is asked to lead the project team and deliver within a required timeline. What advantage does Agile have over Lean Six Sigma in this situation?

A) Agile is flexible and adaptable. Lean is structured and measured in pace.
B) Agile demonstrates progress and getting it done. Lean focuses on validated learning.
C) Agile has many small projects: Lean has one project at a time.
D) Agile focuses on customer satisfaction Lean is focused on customer value by eliminating waste.

3. A large retail company opens a distribution center directly across the street from a small competing firm's distribution center and posts a sign advertising open entry-level positions. The plant manager of the small firm notices that the sign indicates the advertised salary is higher than what the firm pays its entry-level employees.
The plant manager is concerned employees will leave the firm to seek work at the competing company. The plant manager notifies the HR manager of the pay differences and requests immediate pay matching for all entry-level employees. The HR manager sets up a meeting with the plant manager, compensation manager, and HR business partner to discuss the issue. They decide to increase base pay to match the competitor's base pay but only for a subset of entry-level roles identified as critical. They also decide to put the pay increase into effect immediately, and the HR manager agrees to monitor the situation over the next three months.
How should the HR manager communicate the new pay increase to current entry-level employees?

A) Send an email to supervisors of impacted employees requesting that they explain the change to their direct reports.
B) Send a mass email to all impacted employees explaining the pay increase.
C) Schedule a meeting with each impacted employee to communicate the pay increase and rationale.
D) Hold in-person group meetings with impacted employees to announce their increased pay.

4. How would you advise the supervisor to handle this problem employee?

A) The supervisor should focus on supporting the other team members. Thank them for picking up the slack, and let them know they can stop by any time to discuss concerns.
B) The supervisor should have a direct conversation with the employee focused on his/her performance and attendance. Going forward, the supervisor should begin documenting each instance of bad behavior.
C) The supervisor should focus on the medical condition and refer the employee to human resources to discuss an accommodation or possible Family and Medical Leave Act (FMLA) leave.
D) The supervisor should send an email to him/her summarizing the disrespectful behavior and specific attendance issues. This would serve as valuable documentation later if needed.

5. How should an organization most effectively improve employee productivity during a time of rapid growth and organizational change?

A) Implement a 360-degree feedback initiative
B) Introduce forced ratings distribution.
C) Increase the frequency of performance reviews.
D) Reduce the representation gap.

Solutions: