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

1. 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) Send the VP a brief narrative summary of the company's leadership and culture standards.
C) Ask the VP to provide a detailed summary of the VP's short-term and long-term goals for improving leadership and culture.
D) Meet with the VP to review the alignment between the company's standards and the VP's strategic goals.

2. With the growth of the company, the executive team is discussing changing the organizational structure to group departments under its main product divisions. How can the HR manager best support this effort?

A) Research types of organizational structures, and present the advantages and disadvantagesof each to the executive team.
B) Develop employee engagement initiatives for each step of the change process.
C) Meet with department heads to hear their opinions and concerns regarding the company srestructure.
D) Communicate the restructure to all affected employees, addressing any questions andconcerns.

3. How would you handle this complaint?
A supervisor, John, gives you a call and says, "I have an issue. Another supervisor, Steve, made a joke to one of my employees that made her feel uncomfortable." John goes on to describe the insensitive joke about a "black Santa" that Steve told to the African American employee, Karen. John finishes with, "So what do I do?" Steve is a well-liked supervisor who has never crossed the line before. According to John, Karen and Steve are friends, and she doesn't want him to "get into trouble," but she thought she should at least mention it.

A) Speak with Karen directly, and document the conversation. Ask her how she wants you toproceed.
B) Thank John for bringing this to your attention, and ask that he let you know if it everhappens again. Take no further action because this was an isolated incident with Steve
C) Have an informal but stern conversation with Steve. Explain that his joke was inappropriateand should never happen again.
D) Document the interaction Steve and Karen based on the facts presented by John.Save it in case another questionable scenario with Steve ever comes up.

4. While at work, two employees get into a serious argument that results in a physical altercation on company property. The employees have a clear understanding that this violates company policy. The manager pulls both employees into the of the to terminate their employment. What step should the manager have taken beforehand?

A) Review the company,s performance management system.
B) Consult with legal counsel.
C) Establish a baseline for the termination.
D) Interview the employees as part of an investigation.

5. A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.
The CEO learns that the change in reporting structure has resulted in disappointment for the employees who are no longer direct reports and asks the HR director for advice. What action should the HR director advise the CEO to take?

A) Ask the CFO to explain how the new reporting structure benefits the organization in a companywide meeting.
B) Send an organizationwide email that highlights the CEO's vision.
C) Meet individually with employees affected by the new reporting structure.
D) Ask the CFO to explain the benefits of the new reporting structure to the new team.

Solutions: