Question 1

Which is considered a threat for a company that wants to build a chemical-producing factory in a small town?

Options :

A : Partners who will invest in the company-s technology

B :

Community resistance

C : Strong relationships with key vendors

D : Organizational resistance to expansion

Answer: C

Question 2

The president of a global automotive business headquartered in the U.S. is conducting annual global all-employee meetings. The president travels with the executive staff, which includes the chief financial officer (CFO), the chief HR officer (CHRO), and the chief technology officer (CTO), to all the factories around the world to deliver key messages to the employees.

The employees gather in large meeting rooms for the presentations, which focus mainly on successes from the past year and priorities for the new year, followed by a question-and-answer session. The president delivers most of the presentation, the CHRO presents on employee engagement and development initiatives, the CFO presents on the financials, and the others participate in the question-and-answer session.

Within a two-week period, they travel to meetings in China, Malaysia, Ireland, and several large U.S. sites. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization.

While the president is presenting to a room full of factory associates in Tianjin, China, the CHRO notices that many of the associates are whispering to each other. The president appears flustered. What action should the CHRO take to understand the reason for the employees' behavior?

Options :

A :

Ignore the behavior since it is probably a cultural nuance and they will not be back for meetings in the near future.

B : Consult with the local HR manager after the presentation to better understand why the associates were whispering during the presentation.

C : Interrupt the presentation and ask the associates if they have questions or comments they would like to share with the executive team.

D : Discuss the behavior with the local HR manager after the presentation and request that the local team address this behavioral issue.

Answer: B

Question 3

An electronics/aerospace manufacturing organization specializing in drone development for the movie industry has been in business for 15 plus years. The company has just over 1,500 employees. It has sustained double-digit growth for the past four years and owns 80% of this specialized market. Based on this growth, employees have received on average a 6% increase, exceeding local wage increase rates.

Over the past year, the employee turnover rate has increased. A majority of employees who voluntarily exited the company had received exceptional performance reviews. While there is a new competitor in the market, the competitor's starting pay rates are very similar.

A recently hired HR manager reviews the exit interview data. The review identifies a perceived inequity in how disputes are resolved and the distribution of privileges, job duties, and performance rewards. Additionally, decreased attendance at company events indicates low engagement. The CEO believes strongly that good performers are leaving because competitors are "stealing" them; he does not believe that employees are leaving because of poor engagement. The CEO states that decreasing unwanted turnover is an immediate priority and directs the HR manager to increase entry salary rates to increase competiveness.

In addressing the increased turnover, what is the first action the HR manager should take?

Options :

A : Review the company-s compensation strategy, especially for employees who participated in the exit interviews.

B :

Analyze all turnover data, including turnover type, work location, employee demographics, and business unit.

C : Recommend that the company implement an engagement survey to determine current employee engagement levels.

D :

Ask the current management team why they think employees have recently left the company.

Answer: B

Question 4

Which issue identified during an environmental scan for a small, family-owned grocery store represents a threat to its competitive strategy?

Options :

A : A gas station on the next block has expanded to include a new convenience store.

B : An ethnic foods grocery has opened in a shopping center a mile away.

C : The local government recently imposed a $0.05 fee for plastic merchant bags.

D : The cost of bulk-rate direct mail has risen 15% in the last six months.

Answer: A

Question 5

An HR director is hired to address the executive team's concerns about negative workplace culture and its impact on financial performance. During an initial investigation the HR director discovers that the two division directors often fail to communicate with each other and their employees. Each division maintains separate workplace policies, and the workspaces for the divisions are spread out across multiple floors. For employee management, the director of the client services division is assisted by a small HR team. The director of operations does not work with the HR team and instead uses company funds to seek employee management advice from an executive coach, who has no official coaching training. The HR director suspects facilitating change at the company will be challenging because engagement data indicates many employees distrust the company’s leadership and HR. The HR director discovers that many employees lost trust in HR after an HR manager read sensitive emails from employees out loud during a company meeting. How should the HR director address this?

Options :

A : Meet with the HR manager to discuss the effects of these actions on employee morale.

B : Mentor the HR manager about effective communication techniques.

C : Issue a companywide statement that describes the company-s privacy practices.

D : Document a formal warning in the HR manager-s personnel file.

Answer: A

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