EMT Practice Test

1. Question Content...

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Question1: A rapidly growing technology start-up company with 200 employees forms a new team to handle recruitment for the company that is independent of the HR team. The recruitment team does not have any specific guidelines for hiring. The HR director wants to establish guidelines to prevent the theft of intellectual property and insists that the recruitment team begin conducting background checks to verify applicants' criminal histones. The recruitment director feels that background checks create unnecessary delays and that the multiple interviews used to make selection decisions serve the same purpose as a background check.
In addition to background checks, the HR director would like for the recruitment director to begin using evidence based selection tools. What would be the most effective way to do this, given that the company is growing rapidly?

Question2: A multinational company is installing a new HRIS. Working with the VP of IT, which is the first thing the VP of HR should consider when developing a data retention policy?

Question3: What is the first step in recruitment content marketing on social media?

Question4: 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.
News about the layoffs is mistakenly revealed before an official announcement is made, leaving the employees feeling betrayed and distrustful of HR. At the upcoming all-employee meeting, what should the HR director focus on to rebuild employee trust?

Question5: An HR director is preparing to meet with the company president because one of the top executives has been accused of gross misconduct. Which is the best recommendation the HR director can give the president to ensure a complete and credible investigation process?

Question6: A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
The philanthropy department director confides in the HRBP that behavioral issues with specific employees have not been addressed because the director prefers to avoid interpersonal confrontation. Which action should the HRBP take?

Question7: 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?

Question8: Which is a characteristic of an HRIS program that improves the value of an organization's data?

Question9: Which element is fundamental to an inclusive global workplace?

Question10: What job evaluation approach should be used to determine the degree to which jobs being evaluated are composed of selected compensable factors?

Question11: Which is the best example of using strategic management to create a competitive advantage?

Question12: A company recently conducted a market survey of the salaries of apprentice electricians. Which factor of a job-based compensation plan would this be?

Question13: 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 office is composed of salaried employees who manage production and operations and hourly shift-work employees who carry out facility maintenance and food service. What should the HR director do to ensure policy revisions are fair for all employees?

Question14: In one of the warehouses of a retail company, several international employees complain to HR that the warehouse manager has forbidden them from speaking in their native language in the workplace. The HR manager speaks with the warehouse manager, who says there have been several reports that the international employees only interact with each other and they have difficulty conversing with the local employees due to language barriers. The HR manager also learns that the international employees can speak the primary language used in the company well enough to understand instructions from their supervisors. Fortunately, there have been no incidents of safety issues where language has been a barrier between local and international employees. However, senior management believes there is a lack of rapport between local and international employees and instructs the HR manager to resolve the issue.
Senior management asks the HR manager to investigate whether other warehouse locations face similar issues between local and international employees. Which approach should the HR manager take to gather the most accurate information?

Question15: A company wants to use artificial intelligence (AI) in its candidate selection process. Which next step should the HR director take to evaluate this decision?

Question16: A newly hired chief human resource officer (CHRO) discovers a flaw in the time-keeping policy that allows senior executives to receive full salaries and benefits without working the expected full-time hours. The CHRO reviews corporate data and identifies three senior executives in the sales department who regularly worked half the expected full-time hours for the past two years. The CHRO also discovers that the sales department has the lowest levels of employee engagement and morale across the corporation. However, the CHRO knows these three senior executives have been with the corporation for over a decade and have established strong alliances with the CEO. The CHRO presents the issue to the CEO and learns the CEO was unaware of the flaw in the policy. The CHRO and CEO agree to discuss the issue during the next executive team meeting.
Prior to the executive team meeting, the three sales department senior executives confront the CHRO in person. The executives state that working less than the expected full-time hours is justified because the CEO has made them return early from vacation on multiple occasions. How should the CHRO respond?

Question17: 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.
The candidates for the position are all engineers with limited experience in business management. What is the best indicator that the candidates will be able to succeed in the position despite a lack of business background?

Question18: A small company in the energy industry has a policy that states that employees who work overtime hours will be compensated with leave rather than with cash. Due to the nature of the industry, overtime work is common for employees who work in departments within the company's core areas of operations. Employees throughout the company have been unhappy with this policy for many years, but have remained willing to work overtime hours when asked. However, managers are becoming increasingly reluctant to approve the leave that employees have earned because it leads to staffing shortages. As a result, more and more employees are refusing to work overtime hours. Senior leaders ask the company's HR business partner (HRBP) to investigate the problem further and to provide a solution. Senior leaders accept a recommendation from the HRBP to amend the current overtime policy to provide overtime pay to employees in the core areas of operations.
Because they work so little overtime no change is recommended for employees in the administrative areas.
The administrative employees complain that the new policy is unfair. What should the HRBP do?

Question19: A rapidly growing technology start-up company with 200 employees forms a new team to handle recruitment for the company that is independent of the HR team. The recruitment team does not have any specific guidelines for hiring. The HR director wants to establish guidelines to prevent the theft of intellectual property and insists that the recruitment team begin conducting background checks to verify applicants' criminal histones. The recruitment director feels that background checks create unnecessary delays and that the multiple interviews used to make selection decisions serve the same purpose as a background check.
Despite the HR director's insistence, the recruitment director continues to hire without conducting background checks. Which is the best action for the HR director to take to ensure that background checks are conducted?

Question20: According to the Equal Pay Act of 1963, which working condition requires equal pay?

Question21: 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.
Which action should the HR director take first to reduce favoritism from managers when making promotion decisions in the future?

Question22: The hiring practices of a company include fully screening prospective employees prior to a job offer, which is then unconditional. A new HR manager wants to instead begin extending conditional offers. Which reason best illustrates an advantage of extending conditional offers from the company's perspective?

Question23: A company in a competitive industry starts a two-year integration strategy aimed at being an innovator in a particular area. The chief human resource officer is asked to lead the project team and deliver within a required timeline. What advantage does Agile have over Lean Six Sigma in this situation?

Question24: According to Ulrich, what is the primary intent of the business partner model?

Question25: 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?

Question26: A global manufacturing organization is dealing with a high level of attrition among machine operators as well as difficulty recruiting machine operators at a recently acquired factory. The HR director is attempting to address the issue. During exit interviews, multiple employees mention they are leaving to take higher-paying jobs at other companies in the area. The HR director of the factory in that country believes that the company needs to raise the salaries of the machine operators to address this. The HR director contacts the chief human resource officer (CHRO) to discuss the need for a salary adjustment. The CHRO is located in another country and has never been to the country where the factory is located. The CHRO reviews the most recent salary study for the region and indicates that the salaries the company is paying are competitive with other companies in the region. The CHRO also says that due to recent increases in operating expenses and declines in revenue, it would be financially irresponsible to provide raises.
If the HR director does secure a salary raise for the machine operators, how should the HR director assess whether it is effective in dealing with the machine operator recruitment and retention problem?

Question27: 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?

Question28: The HR VP of a firm is leading an effort to implement a risk management plan and establishes an internal team to assess the risks involved in the event there is a disruption in the supply chain. What should be the team's first step in confidently evaluating this risk?

Question29: Which documentation strengthens a claim of harassment against an employer?

Question30: After witnessing an employee violation, a manager discusses the violation with HR and other managers before preparing a documented description. The manager informs the employee of the disciplinary action at a performance appraisal meeting. What is the mam problem with the manager's procedure?

Question31: Which process should the HR manager use to identify employees' developmental needs and readiness for future roles?

Question32: 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.
Senior leaders at the company have learned of the upcoming transition and the identity of the candidates. What should the HR director do to ensure the senior leaders stay with the company even if their favored candidate is not selected for the job?

Question33: A global manufacturing organization is dealing with a high level of attrition among machine operators as well as difficulty recruiting machine operators at a recently acquired factory. The HR director is attempting to address the issue. During exit interviews, multiple employees mention they are leaving to take higher-paying jobs at other companies in the area. The HR director of the factory in that country believes that the company needs to raise the salaries of the machine operators to address this. The HR director contacts the chief human resource officer (CHRO) to discuss the need for a salary adjustment. The CHRO is located in another country and has never been to the country where the factory is located. The CHRO reviews the most recent salary study for the region and indicates that the salaries the company is paying are competitive with other companies in the region. The CHRO also says that due to recent increases in operating expenses and declines in revenue, it would be financially irresponsible to provide raises.
The HR director feels that the executive team located in another country, does not understand the nuances of the local culture and the way the factory operates. What should the HR director do?

Question34: A new HR director is hired into the HR department of one at a midsize, engineering company. The HR director immediately notices that, unlike all other major departments, HR is never invited to any important meetings, or involved in strategic discussions. The president of the company sees the sole use of an HR department as meeting legal requirements and the core duties of the HR director are to onboard new employees, help them complete their paperwork and address employee complaints. The HR director sees several areas where HR can add value to the company such as improving employee engagement, automating various HR systems, and introducing a performance review process. The HR director recognizes that the company needs one to two additional HR employees to truly be able to implement these important initiatives.
When the HR director asks the president about the possibility of hiring two new HR employees, the president laughs and replies that one HR employee is costing the company more than enough.
A recently hired female engineer submits an HR complaint saying that she is not given the most visible opportunities despite her being one of the most experienced engineers at the company. After confirming that this is happening what should the HR director do in response?

Question35: Which recruitment method yields applicants that have the best understanding of the advertised job opening and what it entails?

Question36: Which is a component of a total rewards system?

Question37: Which element is fundamental to an inclusive global workplace?

Question38: The global mobility team contacts an expatriate on assignment and advises that a new position has opened in the home country and a repatriation process will be initiated in two weeks. What is the most effective way to manage the repatriation process in this situation?

Question39: 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?

Question40: 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?

Question41: 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.
The employee who submitted the complaint asks the HR director to provide more opportunities for new employees to be recognized. Which action should the HR manager take?

Question42: A small technology company needs to design and create a marketing campaign for a new software product it plans to offer in three months. Which type of worker should the HR manager select for the project?

Question43: Which payment system disrupts the standard payroll cycle?

Question44: Which item should the HR director review when tasked with quickly identifying if the organization is meeting its mission?

Question45: Which is a role of HR as it relates to complying with the International Labor Organization's unfair labor practices?

Question46: An organization manages employee benefits at its headquarters while it manages talent acquisition at regional offices. What is this organization's HR structure?

Question47: A large retail company opens a distribution center directly across the street from a small competing firm's distribution center and posts a sign advertising open entry-level positions. The plant manager of the small firm notices that the sign indicates the advertised salary is higher than what the firm pays its entry-level employees.
The plant manager is concerned employees will leave the firm to seek work at the competing company. The plant manager notifies the HR manager of the pay differences and requests immediate pay matching for all entry-level employees. The HR manager sets up a meeting with the plant manager, compensation manager, and HR business partner to discuss the issue. They decide to increase base pay to match the competitor's base pay but only for a subset of entry-level roles identified as critical. They also decide to put the pay increase into effect immediately, and the HR manager agrees to monitor the situation over the next three months.
How should the HR manager analyze the impact of the pay increase on entry-level employees over the three-month period?

Question48: Which demand forecasting methodology best supports a workforce management strategy regardless of industry?

Question49: A company is looking to launch an employee volunteer program as a creative recruiting tool. Which benefit should the HR director stress when creating a business case for this program?

Question50: A newly hired chief human resource officer (CHRO) discovers a flaw in the time-keeping policy that allows senior executives to receive full salaries and benefits without working the expected full-time hours. The CHRO reviews corporate data and identifies three senior executives in the sales department who regularly worked half the expected full-time hours for the past two years. The CHRO also discovers that the sales department has the lowest levels of employee engagement and morale across the corporation. However, the CHRO knows these three senior executives have been with the corporation for over a decade and have established strong alliances with the CEO. The CHRO presents the issue to the CEO and learns the CEO was unaware of the flaw in the policy. The CHRO and CEO agree to discuss the issue during the next executive team meeting.
During the executive team meeting, the sales department senior executives make allegations about the CHRO's professional qualifications that the CHRO knows are false. Which action should the CHRO take?

Question51: 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?

Question52: An HR director wants to show the leadership team how HR promotes the goals and values of the organization.
Which would be the most effective strategy to demonstrate this?

Question53: An organization is experiencing an influx of administrative tasks and needs additional support on a short-term basis for four hours a day. Which is the best type of contingent worker for the role?

Question54: Which HR strategy should have the greatest impact on promoting a culture that embraces corporate social responsibility (CSR) and corporate philanthropy?