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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q38-Q43):
NEW QUESTION # 38
For an employer to hire an unpaid intern, the internship must meet several criteria.
Which option is NOT a criterion to qualify for an unpaid internship?
- A. The intern receives academic credit for completion of the internship.
- B. The intern,s work does not take away work from another paid employee.
- C. The intern must work less than 20 hours per week.
- D. The intern receives relevant and valuable on-the-job training.
Answer: B
Explanation:
The Department of Labor has issued seven criteria that qualify an internship to be unpaid.
There are no restrictions for weekly hours.
NEW QUESTION # 39
A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
Some members of the leadership team provide the HRBP with a list of employees that they think would be good participants for the focus groups. These leaders are adamant that the HRBP should draw participants from the list. Which action should the HRBP take?
- A. Explain to the leaders why using only employees from the list might exclude important perspectives.
- B. Remind the leaders that the operations VP asked the HRBP to lead the project.
- C. Inform the leaders that HR will follow best practices when selecting focus group participants.
- D. Conduct one focus group with the recommended employees and one with randomly selected employees.
Answer: A
Explanation:
The HRBP should aim to include a diverse range of perspectives to get a comprehensive understanding of the organizational culture. Here's why this approach is best:
* Inclusivity and Representation: Explaining to the leaders that limiting participants to their recommended list might exclude important perspectives can help ensure that the focus groups are representative of the entire organization, leading to more accurate and actionable insights.
* Best Practices in Data Collection: By following best practices, which include selecting a diverse and random sample of employees, the HRBP can gather more reliable and unbiased data, crucial for effective culture
NEW QUESTION # 40
What is an advantage of hiring externally rather than from inside the organization?
- A. It can be less expensive for recruitment efforts.
- B. It brings a fresh p
- C. External candidates are likely to be more competent.
- D. It causes less conflict among coworkers.
Answer: B
Explanation:
External candidates can bring new ideas and approaches to an organization, whereas an internal candidate is influenced by the current organizational mind-set.
NEW QUESTION # 41
During the HR director's initial meeting with the COO, which of the following questions would be most effective in helping the director determine possible root causes for the initial shortcomings of the focus teams?
- A. Where would you like the focus groups to be in six months?
- B. How of ten and for how long do the focus teams meet?
- C. How many focus teams were created?
- D. What type of timeline was provided to the division leaders for this project?
Answer: D
Explanation:
Leadership buy-in is one of the most critical elements of any successful DE&I project or initiative. Leadership buy-in must be more than a one-time occurrence, and it must be highly visible and consistent. It is important for the HR director to dig further into why and how the first project check-in by the COO occurred a full six months after its launch. By establishing timelines with clear deadlines for goals and objectives, the COO can remain present with the project to guide and support both the division leaders and the focus group members. The future goals of the focus groups (C) are important to consider when planning the next action steps, but without digging into the root causes of the project's initial challenges, progress and positive change will be limited.
NEW QUESTION # 42
Consider the chart below detailing the number of employees who participated in the training series stratified by organizational function.
Which of the following conclusions would be most appropriate to draw from the available data?
- A. The loan of thers are the likely root cause of the discriminatory behaviors and sentimentwithin the organization.
- B. The strategy used to achieve the accounting specialists, participation rates should beduplicated for underperforming groups.
- C. The unconscious bias training was most effective among the teams with fewer employees.
- D. Current and future DE&I programs and policies will likely benefit from stronger leadershipbuy-in.
Answer: D
Explanation:
Nearly half of the team leaders, facility leaders, and executive leadership members failed to meet the standards set for the organization. Whether the leaders felt they were above the training, were not the problem, or were too busy, this lack of participation can be observed by lower-level employees, and thus the lack of commitment demonstrated by organizational leadership can be detrimental to the future participation and buy-in from the rest of the workforce. I'Vhile the numbers for the loan of thers are discouraging (A), it is not possible to discern from the data if the reason the participation rate was low was because of discrimination or because of other issues inhibiting employees from attending the trainings. IA'Q1ile the accounting team's participation rates (C) are encouraging, the strategy used to mobilize a team of 12 is not likely to have the same effect when duplicated for a team of 36 or 88. While the smaller teams may have recorded higher levels of participation (D), participation rates are not equivalent to training effectiveness, and additional follow-up and measurements are required to make such conclusions.
NEW QUESTION # 43
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