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SHRM SHRM-SCP Exam Syllabus Topics:

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

1. At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.
Some managers claim that they assign training and development opportunities to their high-performing employees as they believe it is an incentive to stay at the company. How should the HR director determine whether this has been effective as an objective?

A) Survey high-performing employees on whether they feel training and development opportunities encourage them to stay at the company.
B) Review employee turnover rates to determine whether there is actually a need to incentivize retention.
C Examine industry trends on the effectiveness of training and development on employee retention
C) Analyze the association between employee turnover rates and participation in training and development.

2. Which is NOT a best practice for Form 1-9 retention?

A) File terminated employees, forms separately from active employees, forms.
B) Shred the forms once an employee reaches the three-year employment anniversary.
C) Restrict Form 1-9 access to supervisors and managers.
D) Retain the form three years after hire date or one year after termination date, whichever islater.

3. A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.
The regional government office has been slow to adopt new management approaches, which has made it difficult for the office to compete for top talent in the regional workforce. What should the HR director do to ensure buy-in from managers and executives regarding changes to the telework policy?

A) Invite managers and executives to a meeting to discuss the office succession planning approach.
B) Invite HR representatives from other organizations to talk about their strategies with office executives.
C) Research telework best practices and their effect on engagement and retention.
D) Review exit interview surveys of employees who have left the company.

4. A global manufacturing organization is dealing with a high level of attrition among machine operators as well as difficulty recruiting machine operators at a recently acquired factory. The HR director is attempting to address the issue. During exit interviews, multiple employees mention they are leaving to take higher-paying jobs at other companies in the area. The HR director of the factory in that country believes that the company needs to raise the salaries of the machine operators to address this. The HR director contacts the chief human resource officer (CHRO) to discuss the need for a salary adjustment. The CHRO is located in another country and has never been to the country where the factory is located. The CHRO reviews the most recent salary study for the region and indicates that the salaries the company is paying are competitive with other companies in the region. The CHRO also says that due to recent increases in operating expenses and declines in revenue, it would be financially irresponsible to provide raises.
If the HR director does secure a salary raise for the machine operators, how should the HR director assess whether it is effective in dealing with the machine operator recruitment and retention problem?

A) Compare machine operator turnover statistics in the year following the raise to the year before the raise.
B) Conduct monthly pulse surveys with machine operators to gauge the overall morale of the machine operators.
C) Review time-to-fill statistics for all machinist vacancies both before and after the raise.
D) Conduct focus groups with machine operators to gauge their sentiments regarding the raise.

5. Which describes an appropriate use of a personality assessment during the hiring process?

A) Helps job applicants determine their potential ability to perform certain job tasks.
B) Encourages similarity among members serving on a team.
C) Provides employers with information on job seekers' compatibility with job requirements.
D) Assists managers in evaluating the performance of employees.

Solutions: