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SHRM-SCP New Guide Files - Valid SHRM-SCP Exam Notes

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q107-Q112):

NEW QUESTION # 107
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. Norming and performing
B. Performing and forming
C. Forming and storming
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 # 108
Two employees sit on the board of directors and have full voting power. What system is that?

A. Matrix system
B. Dual system
C. Single-tier system
D. Mixed system

Answer: B

Explanation:
Involving employees in the company's decision-making process is called codetermination.
One form of this is the single-tier system in which one or more employees sit on the board of directors and have the right to vote. Other possible forms of codetermination are a dual system or a mixed system.

NEW QUESTION # 109
An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.
Several employees are working on a critical assignment in another country, and senior leadership orders that they be notified immediately that they will be laid off. However, the site manager feels this will prevent the work from being completed and refuses to tell them. What should the HR director do?

A. Explain to the site manager that employees should be told now before they hear about the layoffs from others.
B. Warn the site manager of the consequences of not complying with a direct order from senior leadership.
C. Schedule a video conference meeting with the employees to communicate the layoffs personally.
D. Insist that the site manager develop a solution for completing the work despite the layoffs.

Answer: A

Explanation:
Importance of Timely Communication: Explain to the site manager that timely and direct communication is crucial to maintaining trust and preventing misinformation. Employees should hear about the layoffs from the company, not through rumors.
* Respect for Employees: Emphasize that informing employees promptly respects their dignity and gives them time to prepare and seek other opportunities.
* Mitigating Impact on Work: Discuss strategies to minimize the impact on the critical assignment, such as transitional support or temporary replacements, ensuring that the project can still be completed despite the layoffs.
* Collaborative Solution: Work with the site manager to develop a plan for communicating the layoffs that considers both the need for transparency and the operational requirements. This might involve staggered notifications or support measures to help manage the transition.
* Follow-up Support: Provide ongoing support to both the site manager and the affected employees, ensuring they have the resources and assistance needed during this difficult period.
This approach aligns with SHRM's guidelines on respectful and transparent communication, supporting employees during layoffs, and maintaining operational continuity.

NEW QUESTION # 110
While working on this project together, what could be a potential conflict between Peter and Jason?

A. Conflicting styles
B. Conflicting perceptions
C. Competing priorities
D. Conflicting roles

Answer: A

Explanation:
Peter and Jason have different working styles. Peter may resent Jason's attention-seeking and flashy style, and Jason may feel that Peter needs to speak up if he has questions, concerns, or generally any information to share.

NEW QUESTION # 111
An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP's internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP's clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.
The HRBP wants to provide suggestions to the organization's executives about how to improve communication within the company, but the CHRO does not include the HRBP in strategic discussions that the CHRO has with other executives. What should the HRBP do?

A. Meet with other executives informally to share the HRBP's suggestion.
B. Email the CHRO asking if the HRBP may attend the next strategic discussion meeting.
C. Write an email to the CHRO explaining the suggestions of the HRBP.
D. Schedule a meeting with the CHRO to explain the HRBP's suggestions.

Answer: D

Explanation:
* Direct Communication: Scheduling a meeting with the CHRO allows the HRBP to communicate suggestions directly and in detail, ensuring that the CHRO fully understands the issues and proposed solutions.
* Building Relationships: This approach helps strengthen the relationship between the HRBP and CHRO, fostering better communication and collaboration.
* Addressing Issues: Discussing the suggestions in a meeting provides an opportunity to address any concerns the CHRO may have and to discuss the benefits of implementing the proposed changes.
* Professional Approach: A formal meeting demonstrates professionalism and shows the HRBP's commitment to improving communication and strategic alignment within the organization.
References:
* SHRM, "Effective Communication Strategies for HR Leaders," available at SHRM.org.
* SHRM, "Strengthening HR's Strategic Influence," available at SHRM.org.

NEW QUESTION # 112
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