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

1. After implementing a new performance management system and other changes, the company sees an increase in productivity.
The performance of most of the developers has improved significantly. However, four developers were terminated for continuously failing to meet performance standards. The HR department is now tasked with filling the four open positions. What is an important step the HR team should take?

A) Update current job descriptions to reflect the implementation of the new performancemanagement system.
B) Utilize internet recruiting to build a large pool of both active and passive candidates.
C) Meet with the project directors to determine the knowledge, skills, and abilities a candidateneeds to be successful.
D) Build a strong employment brand to position the company as an employer of choice.

2. After you provide the stand-up desk to the CSR, another employee complains about unfair treatment. He/she would like a stand-up desk as well, not for disability reasons, but for health and wellness. There may be budget to purchase two to three more stand-up desks but not for all five CSRs. How would you handle this request?

A) Set up a program in which the highest-performing CSR of the quarter is awarded with a stand-up desk until the budget is exhausted.
B) Offer to help set it up if he/she purchases the equipment using his/her own money.
C) Purchase the stand-up desk If anyone else asks for one, provide it as well until the budget isexhausted. Work to obtain more budget the following year to provide the desks to all five CSRs.
D) Explain that the reason the other CSR was given a stand-up desk was for a disability, and this was an accommodation under the Americans with Disabilities Act. For that reason, he/she will not be given one unless he/she too has a doctor,s note.

3. 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.
Upon reviewing employee training records, the HR director finds that some managers disproportionately assign training and development opportunities to female employees over male employees. How should the HR director handle this?

A) Remind those managers of the company policy that all employees must be afforded equal opportunities.
B) Interview managers who engage in this behavior to understand their criteria for assigning training.
C) Further evaluate the training records to figure out how many managers actually engage in this behavior.
D) Check whether this practice has violated any local laws regarding gender discrimination.

4. 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) Increase the frequency of performance reviews.
C) Reduce the representation gap.
D) Introduce forced ratings distribution.

5. The marketing department at a large financial services company chooses five high-performing staff members every year to receive a performance award, which includes a monetary reward and recognition at an end-of-year meeting. Employees are chosen by managers in the marketing department. Each manager nominates two direct reports, and then all managers meet as a group to discuss nominees until a consensus is reached. The names of the winners are given to HR for final approval. The marketing department is preparing to begin this year's nomination process. There have been repeat winners in each of the last three years. A marketing employee files a complaint with the HR director about favoritism in the award process.
Additionally, the employee points out that newer employees rarely win the award, which lowers their morale.
New employees tend not to win because they spend a couple of years training and shadowing experienced employees before receiving tasks to perform independently.
How should the HR director minimize the perception of favoritism in the selection process?

A) Create a policy that prohibits an employee from winning the award more than two years in a row.
B) Send an annual email to managers reminding them to be fair and objective.
C) Allow non-managerial employees to nominate two peers for the performance awards.
D) Hide employee names on nomination forms during the review and consensus discussion.

Solutions: