CHRP Strategic HR Planning 2 — Questions and Answers
Question 1: In strategic HR, what is the difference between 'make' and 'buy' workforce strategies?
- 'Make' develops internal talent while 'buy' recruits externally (Correct answer)
- 'Make' refers to in-house HR software vs. purchased HRIS
- 'Make' means creating job descriptions vs. 'buy' means outsourcing HR
- 'Make' and 'buy' are terms used only in manufacturing HR contexts
Correct answer: 'Make' develops internal talent while 'buy' recruits externally
A 'make' strategy invests in training and developing current employees, while a 'buy' strategy fills talent needs through external recruitment.
Question 2: A balanced scorecard in HR measures performance across which four perspectives?
- Financial, customer, internal process, and learning & growth (Correct answer)
- Recruiting, retention, training, and compensation
- Legal, ethical, operational, and strategic
- Individual, team, department, and organization
Correct answer: Financial, customer, internal process, and learning & growth
The balanced scorecard framework measures organizational performance across financial results, customer satisfaction, internal processes, and learning and growth capabilities.
Question 3: What is the HR business partner (HRBP) model designed to accomplish?
- Align HR strategy directly with business unit goals by embedding HR professionals within the business (Correct answer)
- Centralize all HR functions into a shared service center
- Replace line managers with HR generalists
- Outsource transactional HR tasks to third-party vendors
Correct answer: Align HR strategy directly with business unit goals by embedding HR professionals within the business
The HRBP model positions HR professionals as strategic consultants embedded within business units to align people strategy with operational goals.
Question 4: Which planning horizon is most commonly associated with strategic HR planning?
- 3 to 5 years (Correct answer)
- 1 to 3 months
- 6 to 12 months
- 10 to 15 years
Correct answer: 3 to 5 years
Strategic HR planning typically looks 3 to 5 years ahead to anticipate workforce needs aligned with long-term business strategy.
Question 5: What is a key risk of NOT conducting strategic workforce planning?
- Talent gaps that prevent the organization from executing its business strategy (Correct answer)
- Overspending on HR technology
- Excessive internal promotions
- Regulatory non-compliance with benefits law
Correct answer: Talent gaps that prevent the organization from executing its business strategy
Without workforce planning, organizations risk being unprepared for future talent needs, creating critical skill gaps that hinder strategic execution.
Question 6: HR demand forecasting attempts to predict which of the following?
- The number and types of employees needed to meet future business objectives (Correct answer)
- The number of employees likely to resign in the next quarter
- The budget required for annual salary increases
- The number of job applications expected for open positions
Correct answer: The number and types of employees needed to meet future business objectives
HR demand forecasting projects the workforce headcount and skill sets an organization will require to achieve its strategic plans.
CHRP Strategic HR Planning 2
In strategic HR, what is the difference between 'make' and 'buy' workforce strategies?