SHRM-SCP NEW DUMPS FREE | LATEST REAL SHRM-SCP EXAM

SHRM-SCP New Dumps Free | Latest Real SHRM-SCP Exam

SHRM-SCP New Dumps Free | Latest Real SHRM-SCP Exam

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q357-Q362):

NEW QUESTION # 357
The senior management team agrees that one of the steps to address the performance issues is to update their current performance management system, which is based on annual reviews. The CEO tasks the HR manager with developing a new performance management system based on continuous feedback and regular check-ins with the employees. What is the first step that the HR manager should take?

  • A. Gather data, including the projected return on investment, to demonstrate the value of rolling out a new performance management system.
  • B. Develop a thorough communication plan to inform all employees of the upcoming changes to the performance management system.
  • C. Meet with the project directors to develop an understanding of what improvements they want to see as a result of the new performance management system.
  • D. Conduct a company-wide employee opinion survey to determine the reason(s) behind the junior developers, low performance.

Answer: C

Explanation:
By meeting with and listening to the project directors, the HR manager displays the relationship management competency. The first step is to understand the needs of the project directors to make sure that the new performance management system achieves their desired results. Conducting an employee survey is not a necessary step in developing a new performance management system. Communicating the change to the performance management system should take place after it has been developed. Because the decision to update the performance management system has already been made, there is no need to make a case for doing so.


NEW QUESTION # 358
How would you handle this situation?
A new father, who has not exhausted his Family and Medical Leave Act (FMLA) leave for the year, has requested the next 12 Fridays of f to care for his new baby. He cites
"baby bonding time" under the FMLA law and feels that this intermittent leave qualifies. His supervisor has expressed the challenge this will present his department as they usually have a time-sensitive report to submit each Friday.

  • A. Decline the employee,s request as this would clearly present a hardship on his department.
  • B. Require that the employee uses vacation time or paid time of f as this would not qualify for FMLA
  • C. Approve the employee,s request as he still has Family and Medical Leave Act (FMLA) leave available.
  • D. Speak with the supervisor to see if other employees in the department would be able to work overtime on Fridays to cover the absence of this employee. If so, allow the request.

Answer: A

Explanation:
Intermittent Family and Medical Leave Act (FMLA) leave is not mandated for baby bonding time; however, an employer may allow it. In this particular instance, it would present a hardship on the department, and asking others to work extra hours to fill in for this employee would likely be perceived as unfair.


NEW QUESTION # 359
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. Meet with the manager to explain the objective and timeline of the review process and ask for the manager's support in the interim.
  • B. Ask the manager to be patient while HR reviews the flexible schedule policy.
  • 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: A

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 # 360
An HR department at a midsize company hosts regular manager meetings to provide updates regarding company structure practices, and policies. During the recent meeting, the HR director notified all managers of the company's new code of conduct policy and plans for an upcoming training about the policy. The policy explicitly states that managers must not form personal relationships with their direct reports. The HR director explains that the policy was created because concerns about fairness related to promotions and rumors about favoritism were beginning to cause conflict within some departments. Some of the managers express that training is not necessary, but they all agree to attend it. A few days after the training, the HR director receives a complaint from an HR employee who claims to have seen a manager and one of the manager's direct reports at a restaurant. The HR director was already concerned about this manager's judgment because the manager approved a promotion for the same direct report even though the direct report has documented performance-related issues. The HR director discusses the issue with the manager. In response, the manager criticizes the new policy and insists the relationship did not impact the direct report's promotion recommendation. The manager also states that the training was unclear and that other managers have the same opinion.
Several employees heard of the manager's personal relationship with the direct report. They approach the HR director with concerns that the direct report may have been unfairly promoted. How should the HR director respond to these concerns?

  • A. Ask the direct reports to provide any evidence they may have that supports their suspicions.
  • B. State that HR cannot disclose any information on the reasons for promotion at this time.
  • C. Tell the direct reports that the HR director will share their concerns with the leadership team.
    D Request that the direct reports stop spreading rumors about the promotion

Answer: C

Explanation:
* Acknowledge Concerns: The HR director should acknowledge the employees' concerns to show that their feedback is taken seriously. This helps in maintaining trust and transparency within the organization.
* Escalation to Leadership: By sharing the concerns with the leadership team, the HR director ensures that the issue is addressed at the highest level, which can help in making a fair and unbiased decision regarding the promotion.
* Policy Adherence: Addressing the concerns formally aligns with the company's code of conduct policy and demonstrates that the HR department is committed to upholding ethical standards and fairness.
* Investigation and Action: Informing leadership allows for a thorough investigation into the matter, ensuring that any necessary actions are taken to rectify potential favoritism and maintain integrity in the promotion process.
References:
* SHRM, "Managing Workplace Investigations," available at SHRM.org.
* SHRM, "Promoting Fairness and Transparency in Promotion Processes," available at SHRM.org.


NEW QUESTION # 361
After collecting data from the focus teams, the HR director discovers one of the major obstacles to consistent meetings is the time zone differences. Which of the following solutions would be most effective to suggest?

  • A. Teams should be redistributed to keep all group members within no more than time zones of each other.
  • B. Team meetings should be scheduled several months out in advance to enable team members to plan accordingly.
  • C. The teams should only use collaborative technologies that allow them to discuss and contribute in a running thread.
  • D. Team members who are unable to participate in the meetings should be removed from the project.

Answer: C

Explanation:
Scheduling meetings in advance enables the groups to rotate the days and times of the meetings so that group members can share the burden of inconvenient time zones. In addition, scheduling meetings in advance can give group members an adequate amount of time to schedule their prof essional and personal responsibilities accordingly so they will be able to participate.
Collaborative technologies that allow for passive discussion and group work (B) are great as a supplemental component to global teams but can negatively impact group progress when decisions must be made or discussions require real-time feedback or consensus. Redistributing teams according to the members' respective time zones (C) would take away from the project's initial vision to take advantage of the combination of specific skills and global perspectives to solve challenges. Eliminating a team member solely due to lack of meeting participation CD) is an extreme reaction if the rest of his or her contributions are of high quality, and he or she is otherwise communicative and responsive. Before eliminating a team member, the team and its leaders should first seek feedback from that member to learn what his or her desire to take part in the team is and what individual barriers he or she may experience in attending the meetings.


NEW QUESTION # 362
......

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