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SHRM SHRM-SCP Exam Syllabus Topics:

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

1. What does the SMART goal acronym stand for?

A) Specific, measurable, accurate, relative, and time bound
B) Smart, metric-driven, actionable, relevant, and time bound
C) Specific, masterful, achievable, relevant and time bound
D) Specific, measurable, achievable, relevant and time bound

2. 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 regional government office has been slow to adopt new management approaches, which has made it difficult for the office to compete for top talent in the regional workforce. What should the HR director do to ensure buy-in from managers and executives regarding changes to the telework policy?

A) Research telework best practices and their effect on engagement and retention.
B) Invite HR representatives from other organizations to talk about their strategies with office executives.
C) Invite managers and executives to a meeting to discuss the office succession planning approach.
D) Review exit interview surveys of employees who have left the company.

3. The president of a large company is planning to retire soon. The president has been with the company for 40 years, the longest tenure of any employee in the company, and has been president for the last 10 years. In addition to replacing its top leader, the company is also in the midst of conducting strategic planning for the next three years. The HR director has been placed in charge of overseeing the selection and transition process for the new president and has organized a search committee consisting of external board members. The search committee has identified three internal candidates for the position and must move forward with the process of selecting one to be president.
What should the HR director do in order to decrease the likelihood of candidates not selected for the job becoming upset and leaving the company?

A) Suggest that the board of directors restructure the organization in such a way that all candidates will get a new position.
B) Develop a career path and development plan for all candidates to ensure they have a reason to stay.
C) Suggest that the board of directors provide raises for all candidates regardless of whether they get the position.
D) Meet with each candidate periodically to ensure they understand and are satisfied with the steps in the selection process.

4. A company prepares to implement a system that requires employees to use their mobile phones to submit hours worked. Before implementing the system, which should the HR team consider first?

A) Technology skills of the employees who will use the system
B) Security and encryption of the transmitted information
C) Training needed for managers to approve time recorded in the system
D) Effects of automation on the payroll processing team

5. 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 recognizes that internal clients are frustrated by the HRBP's inability to assist with issues. The HRBP is concerned internal clients are losing trust in the HR function. What should the HRBP do to address this, given that the HRBP is still trying to address the CHRO's poor communication?

A) Send each client an email accepting full responsibility for the problems and promising to improve.
B) Ask the CHRO to meet with each client to explain the reason for the frequent miscommunication.
C) Conduct a survey of internal clients to measure the level of trust in the HR function.
D) Meet with each client individually to discuss what each client would like the HRBP to do to improve.

Solutions: