EMT Practice Test

1. Question Content...

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Question1: How should diversity and inclusion (D&I) strategies be put into effect?

Question2: The company decides to focus on utilizing the creativity, skills, and knowledge of its employees to achieve their long-term goal of becoming a leader in corporate sustainability.
To accomplish these goals, the company needs to retain their top talent. The CEO asks the CHRO to develop a retention strategy and wonders if of fering substantial pay increases will be necessary. What suggestion should the CHRO make?

Question3: A company decides to outsource part of the human resources function. What is the next step after a contractor has been selected?

Question4: What is one challenge that you anticipate your older workers encountering when working closely with younger workers on a high-prof ile project?

Question5: What is an important part of administering an employee survey to avoid employees becoming disappointed and disengaged?

Question6: During a workforce audit, an HR mobility leader discovers several expatriates who are not part of the organization's global mobility program. Which is the first step the HR leader should take in response to this discovery?

Question7: 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?

Question8: The information technology (IT) department is not affected by any of the layof fs. One employee was recently terminated for poor performance. Despite management assuring the IT staff that the department is not participating in the layof fs, rumors circulate that the terminated employee was laid of f and that there might be more terminations coming. One employee questions the IT manager about the reason for their coworker's termination. How should the manager respond?

Question9: What conflict resolution technique aims to find a solution that both parties view as a success?

Question10: Which item should the HR director review when tasked with quickly identifying if the organization is meeting its mission?

Question11: Which is a role of HR as it relates to complying with the International Labor Organization's unfair labor practices?

Question12: One kind of bias that can occur during an interview is a halo bias. What is a halo bias?

Question13: The headquarters of the car manufacturer is located in the United States, whereas the manufacturing units are spread across different countries. A manager with a successful career at headquarters receives a promotion to vice president and will run the company's motor vehicle assembly plant in Indi a. He is popular amongst his direct reports for being engaging and for sharing both responsibilities and recognition with them. What challenges is he likely to face in his new position?

Question14: At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.
Senior leaders at the company express a desire to eliminate training and development opportunities because they have become too costly for the company. What should the HR director do?

Question15: When an employee is injured on the job, what is the first thing supervisors and managers should be instructed to do after stabilizing the employee?

Question16: 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?

Question17: What approach can be used to evaluate HR's performance and alignment with organizational strategy?

Question18: The CEO asks the CHRO how the HR department will contribute to the strategy. What is the best suggestion the CHRO can make after brainstorming with the HR department?

Question19: The marketing department consists of eight employees who have been working together for many years. They are very tight- knit. A new content marketing lead is hired and joins the department. The marketing manager notices that there is tension between the old employees and the new hire. The tension disrupts their work and resulted in a missed deadline. How should she handle the conflicts within her team?

Question20: Consider the chart below detailing the number of employees who participated in the training series stratified by organizational function.

Which of the following conclusions would be most appropriate to draw from the available data?

Question21: What would be the next course of action for you to get this position filled?
As a recruiter, you are having a difficult time filling a civil engineer position that has been open for a few months. Few qualified individuals have applied, and the passive candidates who you've contacted haven't returned your calls. You've been aggressive in your advertising approach (in fact you've exceeded your advertising budget), but it's proving to be difficult to find quality candidates in this competitive market.

Question22: A midsize company in the services sector observes a decline in employee engagement ratings regarding employee benefits. The HR manager proposes to the executive team an introduction of custom selection benefit plans. Which motivation theory should the HR manager cite to support this recommendation?

Question23: Which of the following is more likely to be positively correlated with a highly performing, diverse team?

Question24: Which best describes the components of a dual career path?

Question25: 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.
Senior leaders are concerned that the new policy will provide an opportunity for employees to abuse the system in order to earn more pay. What should the HRBP do?

Question26: After implementing a new performance management system and other changes, the company sees an increase in productivity.
The performance of most of the developers has improved significantly. However, four developers were terminated for continuously failing to meet performance standards. The HR department is now tasked with filling the four open positions. What is an important step the HR team should take?

Question27: Which process should the HR manager use to identify employees' developmental needs and readiness for future roles?

Question28: Which is the best approach to improve a benefit program's impact on employee retention?

Question29: The assistant manager has four trainees directly reporting to him. His trainees attend quarterly training seminars at the corporate of the and are asked to prepare for the next one by setting a prof essional goal. The assistant manager meets with each of them before the training to review the goals that they set. Which of the employees should the assistant manager encourage to change their goal?

Question30: An employee comes to your of the one day and nervously tells you he/she has knowledge of another employee who stole an item from a customer's home. He/she doesn't want to tell you who it is until you guarantee him/her anonymity. How would you handle this?

Question31: Six months later, the employee is still a challenge. He/she will improve just enough to avoid discipline and seems to be on his/her best behavior around the supervisor, but one team member is reporting "mean" behavior-passive aggressive comments, scof fs and eye rolls, and whispering with other employees. The complainant is shy but well respected and normally has a great attitude. The supervisor doesn't feel a direct conversation between the two will help the situation. What should the next course of action be for the supervisor?

Question32: Under the North American Free Trade Agreement (NAFTA), what do Canadian prof essionals need to work in the United States?

Question33: 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.

Question34: In which domain is workforce planning and employment a focus?

Question35: In what type of interview would the following question MOST likely be asked? "Tell me about a time when your team failed to accomplish a goal. How did you lead your team to achieve the goal in the end?"

Question36: A technology company hires three new information techn010U prof essionals. To fill the positions, the company incurs both internal and external costs totaling $60,000. The total first-year compensation of the three new hires is S300,000. What is the Recruitment Cost Ratio?

Question37: When an employee presents evidence of corporate wrongdoing, which is considered the HR leader's primary responsibility under the Sarbanes-Oxley Act of 2002?

Question38: A nine-box grid is an effective tool that compares an employee's performance with his/her potential for advancement. What is it most commonly used for?

Question39: Which of the following action steps should the HR director take first in assisting the COO?

Question40: As the VP of HR prepares for the negotiation meeting, she reviews some points with the company's controller. At the end of their meeting, the controller wishes her good luck and jokes that she should wear her sexy, low-cut blouse for the negotiation. How should the VP of HR react?

Question41: Currently, 28 states in the United States are considered "Right to Work" states. What are Right to Work laws?

Question42: Sharon has calmed down and says, "Thanks. I feel a lot better. I just needed to vent to someone. Now I can go on about my day and put this behind me." What would you do next?

Question43: What guidance would you give to supervisors/managers for managing teams from different backgrounds?

Question44: Which payment system disrupts the standard payroll cycle?

Question45: 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?

Question46: 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?

Question47: What is the first step in recruitment content marketing on social media?

Question48: 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?

Question49: The company is planning to change the bus routes to service the hotels more efficiently.
The general manager asked the HR manager to inform all company employees of the changes. The majority of bus drivers are well-tenured and older. Most of the sales representatives are newer to the workforce. The company's management team oversees both groups. What is the best way for the HR manager to roll out the new information?

Question50: Which of these is most important for having a successful focus group?

Question51: In a meeting with the executive team, the CEO lays out the revised second phase of the change initiative aligning their day-to-day business operations with the company's vision of becoming a leader in corporate sustainability. The CEO asks each department head how they will support the upcoming changes. What contribution can the CHRO make?

Question52: How should an HR director create a workforce plan to manage headcount?

Question53: The HR manager attends a legal seminar that covers recent lawsuits involving third- party staffing arrangements. Because the company has been increasingly using third-party employees, he is concerned that some of the arrangements could potentially pose a legal risk for the firm. What steps should he take?

Question54: After you provide the stand-up desk to the CSR, another employee complains about unfair treatment. He/she would like a stand-up desk as well, not for disability reasons, but for health and wellness. There may be budget to purchase two to three more stand-up desks but not for all five CSRs. How would you handle this request?

Question55: Which demand forecasting methodology best supports a workforce management strategy regardless of industry?

Question56: Under the Patient Protection and Affordable Care Act (PPACA), an employer may utilize the look-back measurement method to determine

Question57: The original deadline for a project was shortened by two weeks. Subsequently, the project manager learns that the project schedule must be shortened by another two weeks. Which action by the manager would best motivate the team to take on the new schedule?

Question58: A group of seven managers is meeting to discuss restructuring the geographic areas that their sales teams support. They make a list of factors that will support the restructure as well as a list of what might hinder it. They then rate each factor depending on its importance.
What kind of decision-making tool are they using?

Question59: At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.
Some managers claim that they assign training and development opportunities to their high-performing employees as they believe it is an incentive to stay at the company. How should the HR director determine whether this has been effective as an objective?

Question60: Reviewing the performance management reports has revealed managers selecting candidates for promotions based on personal similarities instead of on actual performance outcomes. Which of the following tools would be most helpful for tackling performance assessment criteria?

Question61: 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?

Question62: 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.
Considering the company's rapid growth and desire to avoid any intellectual property theft, what would have been an effective way to structure the recruiting function to avoid the present difficulties?

Question63: A company has grown into a midsize organization and has retained its legacy staff throughout the years.
Hiring has increased introducing a new demographic landscape and disrupting employee morale. Which is the most effective solution for the HR director to recommend?

Question64: The executive leadership team at a global IT company with over 300,000 employees in 140 countries decides they want more information about the state of the talent at the organization. They are concerned that they do not have enough insight about the talent pool across the organization. This has prevented HR from identifying and planning for retention risks and has caused delays in filling critical positions. Additionally, leaders across the organization lack an effective way to identify the best staff for their teams and must rely on recommendations from others. The VP of HR is asked to identify a talent management software solution and oversee its companywide implementation.
Which action should the VP of HR take first to identify a talent management software solution?

Question65: According to Ulrich, what is the primary intent of the business partner model?

Question66: In a leadership team meeting, the HR director of a car manufacturing company suggests the company should collaborate with its competitors to provide financial support for research on renewable energy sources. Which business strategy for sustainability is best illustrated by this suggestion?

Question67: 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?

Question68: A company recently went through an organizational and employee development (OED) intervention. How can HR help the company promote and support adherence to the new processes?

Question69: The exit interview comments have shown that employees feel overwhelmed and burnt out-this is causing employees to quit within their 90-day probationary period. What would be a possible solution human resources could take to reduce turnover?

Question70: To comply with the Age Discrimination in Employment Act (ADEA), what should severance agreements include for employees over age 40?

Question71: H-IB work visas may only be obtained for employees who

Question72: 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.
What should the HR director do to ensure that there is a successful transfer of knowledge from the displaced employees to those who will be retained after the layoffs?

Question73: 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?

Question74: What is the biggest risk in conducting an employee satisfaction survey?

Question75: What are the three components of sustainability?

Question76: 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?

Question77: How would you deliver the feedback to this employee?
You are a supervisor who manages a small team of three prof essionals. One in particular is a high performer with a great attitude. Unfortunately, he/she made a huge error on his/her most recent client report, which ended up costing the organization a significant amount of money. It is an error that you need to address with, but you don't want to dampen his/her spirits as he/she tends to be sensitive to negative feedback

Question78: Which group should be absolutely engaged when designing a global HR structure?

Question79: 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 communicate the new pay increase to current entry-level employees?

Question80: What is a characteristic of a polycentric talent acquisition orientation?

Question81: The CHRO studies recent exit interviews and conducts a series of stay interviews that all point to a lack of management support. She is convinced that the managers would benefit from training but heard that the CEO does not want to spend money on training and development initiatives. What could the CHRO do to address the problems?

Question82: Many of the exit interviews mentioned employees seeking leadership positions outside of the company because they did not possess the education standards required to advance and their hands-on experience was not recognized as an equivalency. VVhat barrier to diversity is most likely at play in these instances?

Question83: A company's CEO will address all employees on the closing down of the call center operations as a result of outsourcing. The HR business partner (HRBP) was tasked to help the CEO craft the message and accompanying presentation. Who is considered the source in this situation?

Question84: A manager interviews a candidate who demonstrates that she possesses the knowledge and skills required for the position. However, the interviewee has a large tattoo on her arm.
The manager doesn't hire her because he feels that she appears irresponsible. VVhat bias is this?

Question85: What approach would you take to address this source of discontent?

Question86: What would be your first step in helping open the India of the?

Question87: What design structure allows an organization to capitalize on existing expertise across different departments as opposed to seeking external skilled resources?

Question88: 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.
Which action should the HR director take to improve the flow of information throughout the company?

Question89: How long is an H-IB visa valid?

Question90: Which initiative would have a long-term effect on increasing the number of women in executive positions?

Question91: A company introduces a new human resources system that allows managers to view and generate reports, write employee reviews, and process transfers, leaves, and terminations in one application. What kind of system is this?

Question92: 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?

Question93: Which is a step that is NOT a part of the evidence-based decision-making (EBDM)process?

Question94: If a rejected candidate asks for feedback from the employer on how he/she might improve, what is the MOST appropriate response?

Question95: Which documentation strengthens a claim of harassment against an employer?

Question96: What advice would you give to this supervisor?

Question97: 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?

Question98: How should a risk that is slowly but surely going to happen be handled?

Question99: Given Peter's personality, how would you go about delivering a work assignment to him?

Question100: 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?

Question101: Which describes an appropriate use of a personality assessment during the hiring process?

Question102: What types of organizations are required to maintain an affirmative action program

Question103: Which provision should an employer put in place to mitigate security concerns when creating a bring-your-own-device policy?

Question104: The VP of HR is under pressure to negotiate lower benefits premiums and is preparing for a tough price negotiation with the benefits vendor. What will be the BEST strategy to start of f the negotiation?

Question105: What metric would you use to either verify the CFO's concerns or prove that the career fairs are worth the expense?

Question106: Due to a global health crisis a manufacturing company halts operations for an indefinite time period. The HR manager reviews the company's crisis response plan but does not find information about paying employees.
Which element was most likely skipped during the crisis planning stage?

Question107: Data is being gathered during the strategy implementation phase of a project. What is the BEST way to communicate the results to senior managers after analyzing the data?

Question108: What is an important prerequisite for successful networking?

Question109: They are discussing ways to implement the changes successfully. What is the first thing that they should do?

Question110: 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?

Question111: What is an advantage of hiring externally rather than from inside the organization?

Question112: What is an advantage of a functional human resources (HR) structure?

Question113: Which is a characteristic of an HRIS program that improves the value of an organization's data?

Question114: What can the vice president of HR make that will help prepare the teams working at the different branches for the new business process?

Question115: Return to Work (RTW) programs are an effective tool to help transition employees back to full duty. When are they used?

Question116: A start-up technology company is growing rapidly, and senior leadership would like the company to be publicly traded in the near future. The company regularly exceeds its financial goals, but outside analysts express concerns about the inconsistent practices and procedures within the company. The company values innovation, and very little attention is paid to documenting or standardizing work processes. This provides employees with a great deal of freedom to experiment in their roles, but it also leads to confusion about individual assignments and areas of responsibility. In preparation for a public offering, the company's leadership asks the HR director to gather information on best work practices in every functional area and create the required documentation.
The HR director does not have the technology knowledge necessary to understand many of the best work practices recommendations provided by employees. What should the HR director do to ensure all information included in the best work practices documentation is accurate?

Question117: One day the HR manager is informed that a department of labor representative is at the reception desk looking to talk to her. What should she do?

Question118: When conducting market research for compensation studies, which is a best practice?

Question119: When conducting a strengths, weaknesses, opportunities and threats (SWOT) analysis, what portion may be accomplished by a political, economic, social and technological (PEST) analysis?

Question120: What tasks needs to be performed continuously throughout the entire risk management process?

Question121: What is one provision of the Affordable Care Act (ACA) regarding preventive care?

Question122: 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?

Question123: Which type of employee must be excluded from bargaining units as per the National Labor Relations Act (NLRA)?

Question124: Which of the following tools would be most useful in correcting the historically pervasive discrimination in compensation?

Question125: What protects a company from having to pay for legal costs and settlement fees in case an employee sues?

Question126: 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?

Question127: What task is performed by a leader compared to a manager?

Question128: Best practice for initial completion of the US Citizen and Immigration Services (USCIS) Form 1-9 does NOT include that

Question129: What tool can you use to make sure all of the firm's risk management strategies and processes are compliant with local laws?

Question130: What would be a creative solution to help the remote employees feel more included while keeping costs low?

Question131: In selecting a new human resource information system (HRIS), what is the first step in the process?

Question132: What was the court ruling in Lechmere, Inc. v. NLBR?

Question133: What is the model of transactional leadership characterized by?

Question134: Which of the following contains an instruction for how the federal government should operate?

Question135: What would your advice be to the supervisor?

Question136: How would you advise the supervisor to handle this problem employee?

Question137: Under the Patient Protection and Affordable Care Act (PPACA), what is the period of time during which an employer must of fer coverage to those employees who are considered full time called?

Question138: A new marketing manager is assigned a mentor by the human resources (HR) department. The mentor is a senior business partner of the company with many years of experience. They are meeting once a month, and the mentor prepares for the meetings by setting learning objectives and creating training material for the mentee. Why might this mentorship NOT be successful?

Question139: 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?

Question140: What should organizational and employee development (OED) specialists be aware of during the entire OED process?

Question141: What would be the most effective way to calm Sharon down?

Question142: An Indian citizen moved to the United States for a job in the information technology industry. What is the term for money he regularly sends back to his family in India?

Question143: 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.
After the nominations are submitted to HR, a product manager asks the HR director not to approve a nominee who recently insulted the manager during an argument. Which action should the HR director take?

Question144: Which is NOT a best practice for Form 1-9 retention?

Question145: 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?

Question146: Under Fair Labor Standards Act (FLSA) guidelines, what are employees entitled to?

Question147: A manufacturing company produces finished goods for a multinational technology company with whom they have an agreement. The technology company incorporates these goods into its product lines and owns the marketing, customer service, and all sales. What type of growth strategy is this for the technology company?

Question148: Which strategy is most effective in motivating individual employee performance?

Question149: A multinational manufacturing firm recently experienced a series of product line defects and supply chain shortages. At the request of the chief operating officer (COO), the firm hires a new VP of operations who worked for the COO at another company for many years. The VP is well known for achieving results quickly and efficiently. During a conference call with the COO and all operations managers, the new VP begins making angry remarks toward the managers because the VP believes they are not responding quickly to questions about the recent problems. When the managers speak the VP responds by criticizing them and speaking with a loud aggressive tone of voice. The COO advises the VP to focus on identifying the root cause of the problem rather than criticizing the managers. In response, the VP accuses the COO of being too lenient on the managers during a period of crisis that requires quick and deliberate action. After the meeting, the managers send a formal letter to the firm's regional HR director describing the VP's behavior and requesting an immediate response.
The firm's employee handbook includes a section on cultural values that denounces public criticism of others and endorses acceptance of diversity at all levels of the organization. What should the regional HR director do to uphold the firm's cultural values?

Question150: Assuming you were given the budget for the mentoring program, you finalize the details and launch the program. So far, you've had plenty of mentors and mentees who are eager participants. What is the LEAST important consideration when pairing mentors and mentees?

Question151: 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 address the claim that other managers believe the training on the code of conduct policy was unclear?

Question152: The HR manager at a consulting firm notices a rapid increase in the demand for experienced leaders. The increase is making it difficult to hire managers at the same rate of pay compared to one year ago. The firm presently has three open manager positions and the three top candidates are demanding annual salaries higher than current managers' salaries. This morning the firm's CEO sent a companywide email announcing that staffing the job openings is a top priority to meet business demands. The email also indicated the firm is willing to pay a referral bonus. The HR manager knows that staffing the job openings will completely exhaust HR's budget, leaving no money to pay referral bonuses or make salary adjustments for incumbents. While reviewing the candidates' resumes the HR manager receives an email from an incumbent manager stating that the manager discovered the firm is offering higher salaries to applicants with less experience. The email also states the incumbent manager no longer trusts the leadership team and is going to seek other employment opportunities.
Which action should the HR manager take to communicate the hiring challenges HR is experiencing?

Question153: According to the Thomas-Kilmann Conflict Mode Instrument chart, as the importance of a goal/ assertiveness and the importance of a relationship/cooperation both increase, an ideal conflict resolution style is "collaborating." Under the same model, as the importance of a goal/ assertiveness increases and the importance of a relationship/cooperation is minimal, what is the likely response?

Question154: 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?

Question155: As part of their flexible working environment, the company put all employees on salary and classified them as exempt. This allows them to complete their work on a flexible schedule. The HR business partner reviews results of an internal audit, and discovers that not all employee groups meet the requirements to be exempt. For example, the customer service partners do not fall into any of the exemptions and of ten work overtime. What is the next step the HR business partner should take?

Question156: What job evaluation approach should be used to determine the degree to which jobs being evaluated are composed of selected compensable factors?

Question157: 401(k) plan auto-enrollment for new hires

Question158: The HR manager at a consulting firm notices a rapid increase in the demand for experienced leaders. The increase is making it difficult to hire managers at the same rate of pay compared to one year ago. The firm presently has three open manager positions and the three top candidates are demanding annual salaries higher than current managers' salaries. This morning the firm's CEO sent a companywide email announcing that staffing the job openings is a top priority to meet business demands. The email also indicated the firm is willing to pay a referral bonus. The HR manager knows that staffing the job openings will completely exhaust HR's budget, leaving no money to pay referral bonuses or make salary adjustments for incumbents. While reviewing the candidates' resumes the HR manager receives an email from an incumbent manager stating that the manager discovered the firm is offering higher salaries to applicants with less experience. The email also states the incumbent manager no longer trusts the leadership team and is going to seek other employment opportunities.
Which action should the HR manager take first to respond to the incumbent manager's email?

Question159: The expectancy theory of motivation explains that an individual's choice is driven by

Question160: In a meeting with the executive leadership team, a strict performance management system with the goal of terminating underperforming employees is being discussed. How should the HR manager, who is attending the meeting, react when asked to implement the new system?

Question161: The VP of HR asks the new HR generalist to prepare a 30-day action plan and then meets with her for an initial development meeting. What should the HR generalist include in her action plan?

Question162: Before recommending an additional round of companywide raises, which of the following steps would be most effective at addressing compensation criticisms and the lack of trust in company leadership?

Question163: 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.
While developing the performance appraisal system, several employees explain to the HR director that they largely work independently, making it difficult to provide ratings for others. What approach should the HR director propose to meet the needs of the company?

Question164: How would you describe the most effective approach to diversity recruitment?

Question165: How would you describe the likely culture of the company and its employees?

Question166: The HR manager is asked to develop a sales incentive plan. What should he do first?

Question167: What would be a creative and effective way to improve communication across the organization ?

Question168: During the busy holiday season, many high-performing employees resign. This time of year is especially stressful for front desk employees who have to serve a large number of customers quickly. The HR manager overhears some of the best-performing front desk receptionists say that they are thinking about resigning. What should he do after informing the front of the manager about what he just heard?

Question169: 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?

Question170: 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?

Question171: 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?

Question172: Which company programs are most effective when developing succession plans?

Question173: Given the information in the scenario, what proposed initiative or program would you include in your annual strategic human resources plan?

Question174: How would you respond to the email?
An employee emails you, as a designated human resources (HR) representative, with a complex explanation of his/her medical history and explains that he/she has an upcoming surgery. Ws clear from the tenor of the email that he/she is stressed about missing work time. He/she wanted to know what the next steps are to prepare for the upcoming leave. You don't know the answer to the question of f the top of your head, and the HR person who specializes in leaves is out of the of the for a week.

Question175: A start-up technology company is growing rapidly, and senior leadership would like the company to be publicly traded in the near future. The company regularly exceeds its financial goals, but outside analysts express concerns about the inconsistent practices and procedures within the company. The company values innovation, and very little attention is paid to documenting or standardizing work processes. This provides employees with a great deal of freedom to experiment in their roles, but it also leads to confusion about individual assignments and areas of responsibility. In preparation for a public offering, the company's leadership asks the HR director to gather information on best work practices in every functional area and create the required documentation.
Many team managers do not believe that documentation is necessary and they do not want to spend time creating it. How can the HR director convince them that this initiative is worthwhile?

Question176: 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?

Question177: What is a Performance Improvement Plan (PIP) best suited for?

Question178: An employee has been selected for a global assignment and is getting ready to move in the coming weeks. What is an important step in preparing the assignee for departure?

Question179: What can be said about good governance at an organization?

Question180: Two employees sit on the board of directors and have full voting power. What system is that?

Question181: When calculating the rate of turnover in an organization, which is most helpful?

Question182: Which is an example of a Bona Fide Occupational Qualification (BFOQ)?

Question183: How should an organization most effectively improve employee productivity during a time of rapid growth and organizational change?

Question184: A former assistant manager was promoted to lead his own department. One of his first goals is to get to know his team and find out ways to motivate individual employees. What can the manager do to motivate one of his employees who he regards as affiliation-oriented?

Question185: What would indicate that a company's business manager has a global mindset?

Question186: What is an advantage of using a business partner model in an organization rather than the generalist model?

Question187: What types of human resource metrics would you calculate to quantify the severity of the issue?

Question188: Why are human resource representatives generally excluded from bargaining unit representation?

Question189: In addition to adding in-person elements to the training, the HR team is also tasked with improving the virtual portion of the unconscious bias training. After analyzing the first iterations of the training, which of the following steps should come next?

Question190: What should be human resource's first task in creating the program?

Question191: The company recently hired a new HR manager. The CEO briefs the HR manager that the company is looking to cut costs where possible. Therefore, he would like him to find a more affordable benefits vendor as premiums have been steadily increasing. The HR manager, who has many years of experience in managing employee benefits, reviews the current benefits package. He concludes that premiums are already on the low-end and there would be no significant cost savings by switching vendors. What alternative can he to the CEO?

Question192: 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?

Question193: In collaboration with facility leaders, the HR team launches the next series of unconscious bias trainings with a reduced requirement for the virtual session attendance but with added elements of in-person, unconscious bias team reflections and activities.
Which of the following business outcomes would be most effective to track immediately following these changes that could suggest the actual impact of the new training design?