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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Interpersonal | 24% | - Global Mindset - Relationship Management - Communication |
| Topic 2: Business | 24% | - Managing HR Projects - Consulting - Critically Evaluating Data and Information |
| Topic 3: Leadership | 28% | - Leading and Managing Change - Developing Business Acumen - Driving Innovation - Political Acumen |
| Topic 4: Foundation | 24% | - HR Strategy and Practices - Ethics - HR Policy and Law |
1. 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?
A) Send an email to all managers to solicit detailed feedback about the training.
B Implement a survey to collect feedback on the effectiveness of the training from the managers
B) Offer to meet individually with each manager who needs clarification regarding the training.
C) Hire an external trainer to review the alignment of the policy with the training content.
2. What contributes to an employee's motivation, according to Vroom?
A) Working in a motivated and driven team environment
B) Transparent communication from managers to employees
C) Likelihood to get promoted if one puts in effort
D) Having a manager with good leadership skills
3. Which process should the HR manager use to identify employees' developmental needs and readiness for future roles?
A) Workforce planning
B) Talent reviews
C) Succession planning
D) Performance reviews
4. 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?
A) Keep recruiting and HR separate, but hire a recruitment director with experience as an HR director.
B) Outsource the entire recruiting function to a company with expertise in such work.
C) Allow the recruiting team to function autonomously, but require weekly meetings with HR.
D) Expand the HR function to include the recruiting function as well as the other HR functions.
5. A manager tells his employee that he will be demoted if he votes for the union. What are possible consequences if the employee reports the incident?
A) There will be no consequences because the employer can demote, but not terminate, theemployee.
B) The union and employer will engage in mediation.
C) The National Labor Relations Board (NLRB) wm investigate the charge.
D) The NLRB will file a complaint on behalf of the employee.
Solutions:
| Question # 1 Answer: B | Question # 2 Answer: C | Question # 3 Answer: B | Question # 4 Answer: D | Question # 5 Answer: C |
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