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

1. 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?

A) Review time-to-fill statistics for all machinist vacancies both before and after the raise.
B) Compare machine operator turnover statistics in the year following the raise to the year before the raise.
C) Conduct focus groups with machine operators to gauge their sentiments regarding the raise.
D) Conduct monthly pulse surveys with machine operators to gauge the overall morale of the machine operators.

2. 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.

A) Thank the employee for the email, and explain that the HR specialist who is the point ofcontact is out of the of the. Offer to explain the situation to him/her when he/she is back andhave him/her touch base with the employee at that point.
B) First, explain that the employee should not send any protected health information over anunsecure network. Request that he/she come into the of the and meet with the humanresource (HR) specialist face-to-face upon his/her return from vacation.
C) Research the information he/she is seeking on your own, and respond back to the employeewithin the day.
D) Reply to the employee with a CC to the HR leave specialist, explaining that the HR specialistwill reach out to the employee upon his/her return to the of the.

3. During an initial client meeting for a consulting project which is key to ensuring a successful engagement?

A) Setting mutual project-related expectations
B) Understanding the limits of one's own expertise
C) Planning the timeline and scope of the project
D) Understanding the client organization's culture

4. Critics of utilizing key performance indicators (KPIs) to measure goal attainment say that instead of fostering collaboration, they of ten times promote

A) competition.
B) unachievable standards.
C) micromanagement.
D) slow progress.

5. What are the three key qualities of a leader that are crucial for leading a learning organization, according to Peter Senge?

A) Designer, steward, teacher
B) Planner, visionary, communicator
C) Mentor, change agent, motivator
D) Manager, trainer, strategist

Solutions: