SHRM-SCP最も有効な質問と解答で勉強

When preparing to make an of fer to a candidate, recruiters must consider several factors before deciding how much to of fer within the applicable pay scale. What factors should NOT be considered?

• A. The candidate,s expectations
• B. The candidate,s current compensation
• C. The candidate,s potential commute
• D. Internal equity-how much the other incumbents are being paid for the same job

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. Hide employee names on nomination forms during the review and consensus discussion.
• C. Allow non-managerial employees to nominate two peers for the performance awards.
• D. Send an annual email to managers reminding them to be fair and objective.

A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.
The CEO learns that the change in reporting structure has resulted in disappointment for the employees who are no longer direct reports and asks the HR director for advice. What action should the HR director advise the CEO to take?

• A. Ask the CFO to explain how the new reporting structure benefits the organization in a companywide meeting.
• B. Ask the CFO to explain the benefits of the new reporting structure to the new team.
• C. Send an organizationwide email that highlights the CEO's vision.
• D. Meet individually with employees affected by the new reporting structure.

A start-up company specializing in technology is acquired by a larger international organization located in a foreign country. Following the acquisition, a manager from the international company schedules a virtual social hour so employees on the manager's team can bond outside of work hours. During the virtual social hour, employees from the start-up experience difficulties understanding the international employees due to language barriers. An employee from the start-up writes an inappropriate comment making fun of how the international employees speak intending to send it to a co-worker but accidentally sends the message to the whole team. The manager reports the employee's behavior to an HR specialist, who documents the incident. A few weeks later the HR specialist receives an email from the employee who sent the message indicating that the employee's manager is acting hostile toward the employee, and the employee's manager mentioned that the international company should never have acquired the start-up.
The HR specialist is concerned the manager's negative comment about the acquisition will lead to other employees having negative opinions about the acquisition. Which action should the HR specialist take to address this concern?

• A. Suggest that any employees who are anxious about the acquisition talk to HR about their concerns.
• B. Coach the manager regarding effective communication options.
• C. Ask the manager how many others saw the comment to understand how disruptive the comment might be.
• D. Inform senior leadership that managers are sharing negative comments about the acquisition.

How would you handle this request?

• A. Ask for a doctor,s note. If the doctor states that he/she requires a stand-up desk to perform the essential functions of the job, provide it.
• B. Back pain does not qualify as "disability" under the American,s with Disabilities Act. so noaccommodation needs to be made.
• C. Perform an ergonomic assessment of the workstation before making any determinations if a modification is needed.
• D. Provide the stand-up desk to the employee as iVs a reasonable request.