FREE SHRM-CP Situational Judgment Items Questions and Answers
A VP of talent development requests a two-day communication skills training for the team. The VP and the trainer meet for a planning session. The VP explains the department is working on several key projects and it needs to improve its effective communication to be successful. During the training session, the trainer observes an apparent lack of trust and openness among team members, which causes some team members to withdraw from the training activities. The VP receives feedback from managers that indicates the session did not go well, so the VP requests a meeting with the trainer.
After the training session is complete, which step should the trainer take?
Explanation:
Situational judgment items require the examinee to think about what is occurring in the scenario and decide which response option identifies the most effective course of action. Other response options may be something you could do to respond to the situation, but SJIs require thinking and action based on the best of the available options.
A VP of talent development requests a two-day communication skills training for the team. The VP and the trainer meet for a planning session. The VP explains the department is working on several key projects and it needs to improve its effective communication to be successful. During the training session, the trainer observes an apparent lack of trust and openness among team members, which causes some team members to withdraw from the training activities. The VP receives feedback from managers that indicates the session did not go well, so the VP requests a meeting with the trainer.
Which action should the trainer take to improve group dynamics?
Explanation:
Panels of SHRM-certified subject matter experts rate the effectiveness of each SJI response option, and the “best” answer is derived by statistical analysis of those expert opinions.
Two manufacturing companies merge, and two middle-level managers learn that they are being paid substantially less than their new counterparts. The employees demand a meeting with their manager and HR to discuss the issue. In that meeting both employees indicated that they believe they are entitled to a salary increase to match their new colleagues. HR is aware that the company relies on these two employees and the company needs to retain them for at least another three months to ensure they finish their post-merge projects.
As the merger progresses, the HR team learns that the post-merged HRIS system is capable of streamlining a number of payroll processes that could reduce the number of employees needed to work in that department. What should HR do with this information
Explanation:
Choice C is the best answer because HR professionals are obligated to use all available business information and technologies to increase the efficiency of the company, even if it results in the loss of jobs. It would be unethical not to share this information with leadership as a way to maintain jobs that may not be needed. It would also not be appropriate to share information about potential layoffs when there is no clear indication of when or if they might occur.
Over the objections of HR, a company lays off more than 40% of its workforce to reduce payroll costs and redirect funding to acquiring a new company. The company merges with the acquired company, and employee morale drops to an all-time low. Leadership notices a decline in productivity and becomes concerned about employee engagement and retention, especially because they know that the current level of staffing will be insufficient to complete a number of critical projects. In addition, the company is fairly certain it will not be able to meet the commitment it made to provide a minimum number of volunteers for an annual summer run which it oversees with a number of other companies in the industry. Furthermore, they will not be able to adequately staff the annual holiday gift drive. The gift drive is incredibly important for the community members who rely on the holiday gifts. It is also incredibly important to the company because it bolsters its reputation on the national stage which leads to stock price increases and increased market share. Leadership first approaches HR about its concerns about being able to provide enough volunteers for the upcoming summer fun run.
When leadership approaches HR about its concerns regarding how it will adequately staff the holiday gift drive, how should they respond?
Explanation:
Because the holiday drive is a priority for the company for its reputation, its stock price, and its customer acquisition, HR should look for a short-term solution to the staffing shortfall. While it might be useful to reprioritize the workload of existing employees, it is unclear whether this will be sufficient to ensure a successful event.
Three product leads from the research and development division of a software company meet with an HR manager to discuss the performance problems of a project manager. Each product lead reports encountering similar issues with the project manager. The biggest problem is the project manager consistently promises products will be completed by a specific date and fails to deliver. During the discussion, the three product leads complained about losing customers as a result of the project manager’s behaviors.
The project manager says managing multiple large projects is too difficult. Which strategy should the HR manager use to best address this issue?
Explanation:
Panels of SHRM-certified subject matter experts rate the effectiveness of each SJI response option, and the “best” answer is derived by statistical analysis of those expert opinions.
Two manufacturing companies merge, and two middle-level managers learn that they are being paid substantially less than their new counterparts. The employees demand a meeting with their manager and HR to discuss the issue. In that meeting, both employees indicated that they believe they are entitled to a salary increase to match their new colleagues. HR is aware that the company relies on these two employees and the company needs to retain them for at least another three months to ensure they finish their post-merge projects.
How should HR respond?
Explanation:
Choice D is the correct answer because HR professionals should ensure that their decisions are data-driven and should not simply increase compensation based on an employee’s request.
Over the past six years, a local restaurant chain has been successfully building its internal DE&I practices. Across each of its seven locations, employee culture scores are at an all-time high, turnover rates have dropped, and customer satisfaction scores have increased. The restaurant's president and other executives task the marketing team with more effectively communicating the upgraded practices and policies to the workforce and to customers. Communication team leaders elect to seek the guidance of the HR department to advise in giving the most appropriate messaging and most accurate communication of programs and initiatives. Together, the marketing and HR team decided to start with internal statements and then address external communications.
When reviewing the internal DE&l programs available to the workforce, the HR team notes employee feedback celebrating the recent changes promoting diversity and equity; however, some employees suggest they still do not feel a sense of belonging. In response, the HR team seeks the communication team's guidance to determine the most effective first step to establishing employee resource groups. Which of the following is the most effective first step?
Correct Employee resource groups can be a powerful program when embraced by the workforce. By surveying the workforce for the desired ERGs, the organization will be more likely to set the program up for success. ERGs can represent a wide variety of dimensions across protected classes, such as sex, race, religion, national origin, and ability, among others, and establishing the ERGs that are most meaningful to the workforce is critical. This data will also be critical when the HR team seeks out leadership buy-in (B) as the team will be presenting not just DE&l best practices but the direct feedback from the workforce that informed the ERG designs.
Over the past six years, a local restaurant chain has been successfully building its internal DE&I practices. Across each of its seven locations, employee culture scores are at an all-time high, turnover rates have dropped, and customer satisfaction scores have increased. The restaurant's president and other executives task the marketing team with more effectively communicating the upgraded practices and policies to the workforce and to customers. Communication team leaders elect to seek the guidance of the HR department to advise in giving the most appropriate messaging and most accurate communication of programs and initiatives. Together, the marketing and HR team decided to start with internal statements and then address external communications.
Which of the following policy upgrades would be most effective at combining internal policies with external recruiting practices?
Explanation:
Pay transparency helps to empower candidates from traditionally disenfranchised diversity dimensions to apply for and negotiate their worth based on their work rather than on their pay history. By posting the pay ranges for each job, the company begins to build trust with candidates while also demonstrating an internal culture built on work outcomes and transparency.
Over the objections of HR, a company lays off more than 40% of its workforce to reduce payroll costs and redirect funding to acquiring a new company. The company merges with the acquired company, and employee morale drops to an all-time low. Leadership notices a decline in productivity and becomes concerned about employee engagement and retention, especially because they know that the current level of staffing will be insufficient to complete a number of critical projects. In addition, the company is fairly certain it will not be able to meet the commitment it made to provide a minimum number of volunteers for an annual summer run which it oversees with a number of other companies in the industry. Furthermore, they will not be able to adequately staff the annual holiday gift drive. The gift drive is incredibly important for the community members who rely on the holiday gifts. It is also incredibly important to the company because it bolsters its reputation on the national stage which leads to stock price increases and increased market share. Leadership first approaches HR about its concerns about being able to provide enough volunteers for the upcoming summer fun run.
How should HR respond?
Explanation:
Because employee morale is at an all-time low, it is unlikely that requiring employees to volunteer at an event or asking managers to use their influence to compel them to attend is going to be an effective path forward. HR professionals should develop and maintain a strong network so they can reach out for support. In this case, another company that participates in the event may be able to secure additional volunteers to compensate for the company's shortfall.
Three product leads from the research and development division of a software company meet with an HR manager to discuss the performance problems of a project manager. Each product lead reports encountering similar issues with the project manager. The biggest problem is the project manager consistently promises products will be completed by a specific date and fails to deliver. During the discussion, the three product leads complained about losing customers as a result of the project manager’s behaviors.
Six months after the initial consultation with the HR manager, the division director asks for an update on the project manager’s progress. Which is the best way for the HR manager to show this data?
Explanation:
Panels of SHRM-certified subject matter experts rate the effectiveness of each SJI response option, and the “best” answer is derived by statistical analysis of those expert opinions.
Over the past six years, a local restaurant chain has been successfully building its internal DE&I practices. Across each of its seven locations, employee culture scores are at an all-time high, turnover rates have dropped, and customer satisfaction scores have increased. The restaurant's president and other executives task the marketing team with more effectively communicating the upgraded practices and policies to the workforce and to customers. Communication team leaders elect to seek the guidance of the HR department to advise in giving the most appropriate messaging and most accurate communication of programs and initiatives. Together, the marketing and HR team decided to start with internal statements and then address external communications.
When assessing the use of internal statements in support of DE&l policies and practices, which of the following types of statements would be the most practical to refer to when communicating the company's values with new employees?
Explanation:
Designing an EEOC statement or diversity statement to include with the employee handbook can help to connect any external promises of DE&l to internal accountability standards. By including the DE&l expectations and values in the onboarding stage right next to dress code and attendance standards, the organization is demonstrating that diversity is a core function and expectation for all its employees.