SHRM-SCP RELIABLE LEARNING MATERIALS | RELIABLE SHRM-SCP TEST QUESTIONS

SHRM-SCP Reliable Learning Materials | Reliable SHRM-SCP Test Questions

SHRM-SCP Reliable Learning Materials | Reliable SHRM-SCP Test Questions

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q23-Q28):

NEW QUESTION # 23
Psychologist Bruce Tuck man developed the "Forming, Storming, Norming and Performing" concept to describe the team formation process. Oftentimes, teams may move back and forth between which two stages when faced with a new task?

  • A. Performing and forming
  • B. Forming and storming
  • C. Norming and performing
  • D. Storming and norming

Answer: D

Explanation:
Teams of ten will relapse from the norming stage back into storming when faced with new challenges.


NEW QUESTION # 24
The original deadline for a project was shortened by two weeks. Subsequently, the project manager learns that the project schedule must be shortened by another two weeks. Which action by the manager would best motivate the team to take on the new schedule?

  • A. Offer an incentive to project staff if the new schedule is met.
  • B. Conduct a team-building session to encourage greater working relationships among project staff.
  • C. Conduct a workforce analysis to assess if there is a need to hire more people for the team.
  • D. Send the project staff to training to efficiently and effectively conduct the work.

Answer: A

Explanation:
When a project schedule is shortened, motivating the team to meet the new deadlines can be challenging.
Offering an incentive is an effective way to motivate the team, as it provides a tangible reward for their extra effort and dedication to meeting the new schedule.
* Understanding Team Motivation: Incentives tap into intrinsic and extrinsic motivators, encouraging team members to go above and beyond their usual performance to meet the new deadlines.
* Setting Clear Goals: Clearly communicate the new schedule and the specific criteria for earning the incentive. This helps the team understand what is expected and what they need to achieve to receive the reward.
* Choosing Appropriate Incentives: The incentive should be meaningful and desirable to the team. It could be financial, such as bonuses, or non-financial, such as extra time off or recognition awards.
* Maintaining Fairness and Transparency: Ensure that the incentive program is fair and transparent,
* with all team members having an equal opportunity to earn the reward based on their contributions to meeting the new schedule.
References:
* SHRM guidelines on employee motivation and incentives
* Best practices for managing project timelines and team performance


NEW QUESTION # 25
Which is the best approach to improve a benefit program's impact on employee retention?

  • A. Targeting benefits to the needs of specific groups
  • B. Implementing new benefits based on benchmarks
  • C. Assessing benefit efficiency and cost-effectiveness
  • D. Increasing awareness of available benefits

Answer: A

Explanation:
* Customized Benefits: Tailoring benefits to meet the diverse needs of different employee groups can significantly improve satisfaction and retention.
* Employee Surveys: Conducting surveys to understand the specific needs and preferences of various employee demographics helps in designing targeted benefit programs.
* Competitive Advantage: Offering targeted benefits can differentiate the organization from competitors, making it more attractive to current and prospective employees.
* Retention and Engagement: When employees feel their specific needs are met, their loyalty and engagement with the organization increase, leading to higher retention rates.
References:
* SHRM, "Strategic Benefits Planning," available at SHRM.org.
* SHRM, "Enhancing Employee Retention Through Tailored Benefits," available at SHRM.org.


NEW QUESTION # 26
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. Interview managers who engage in this behavior to understand their criteria for assigning training.
  • B. Check whether this practice has violated any local laws regarding gender discrimination.
  • C. Further evaluate the training records to figure out how many managers actually engage in this behavior.
  • D. Remind those managers of the company policy that all employees must be afforded equal opportunities.

Answer: A

Explanation:
* Understanding Intent:
* Clarification: Interviewing managers helps clarify the reasons behind their training assignment decisions, which might reveal underlying biases or valid business reasons.
* Context: This approach provides context and insight into whether the practice is based on legitimate criteria or if there is an unconscious bias.


NEW QUESTION # 27
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 manager is one of the office's top-performing employees with considerable influence over other employees' opinions about how the office is managed. What should the HR director do to prevent disruption to station operations while the flexible schedule policy is reviewed?

  • A. Ask the manager to be patient while HR reviews the flexible schedule policy.
  • B. Meet with the manager to explain the objective and timeline of the review process and ask for the manager's support in the interim.
  • C. Conduct an onsite meeting with all employees at the broadcasting station to solicit input and discuss options and concerns.
  • D. Issue an office wide statement indicating that HR is reviewing the flexible schedule policy and may make revisions.

Answer: B

Explanation:
To prevent disruption while the flexible schedule policy is being reviewed, the HR director should:
* Meeting with the Manager: Hold a meeting with the manager to discuss the urgent request and explain the objective and timeline for reviewing the flexible schedule policy.
* Support and Collaboration: Seek the manager's support during the review process, emphasizing the importance of their role in maintaining stability and morale within the team.
* Transparency: Provide a clear timeline for the policy review and update the manager on the progress, ensuring transparency and managing expectations.
* Interim Solutions: Explore interim solutions that can accommodate the manager's needs without disrupting operations, such as temporary adjustments to the work schedule or trial telework arrangements.
* Communication: Communicate with the broader team about the ongoing review process, highlighting the organization's commitment to considering their needs and improving work arrangements.
This approach balances the immediate needs of the manager with the longer-term objective of a fair and comprehensive policy review, consistent with SHRM's best practices for managing change and maintaining employee engagement.


NEW QUESTION # 28
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