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

1. Another employee on the team has poor attendance. He/she always seems to be having one personal crisis after another, from personal medical conditions to taking care of family members to a sick dog. He/she is not private about any of these details and will share these ailments with anyone who will listen. How would you guide the supervisor to handle this employee?

A) Facilitate a 360-degree performance evaluation for the entire team in hopes that feedbackfrom others on the team will help give the employee some self-awareness.
B) Focus on the attendance issue. Hold the employee accountable for being late, and request adoctor,s note the next time he/she calls in sick
C) Try your best to avoid discussing any personal issues in the workplace. Change the subjectwhen the employee begins to over share about his/her personal life and stick to talk aboutwork
D) Meet with the employee privately and hear him/her out. Understand the issues he/she isfacing, and remain empathetic.

2. The majority of the company's sof tware developers are contractual employees from the Philippines. Based on their distinct cultures, should the change initiative be communicated differently to them than to their US counterparts?

A) Yes, because US employees tend to be more open to change than their Filipino counterparts.
B) Yes, because the Filipino employees tend to be more open to change than their UScounterparts.
C) No, because cultural differences do not influence how employees perceive change.
D) No, because they both perceive change similarly.

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

A) if an employee has worked more than 130 hours in a month.
B) if an employee,s pay is low enough that he/she qualifies for a subsidy.
C) if an employee will be expected to work more than 30 hours per week.
D) if an employee has received health insurance coverage over the past year.

4. The career path program was a hit with the sof tware developers. The next step in creating that cutting-edge workplace reputation is embracing flexible/remote work opportunities. Your CEO doesn't like the idea and thinks it would negatively impact productivity. However, you're confident that it's the way of the future. How would you sell the idea to the CEO?

A) Remind the CEO that remote work assignments would expand your recruitment reach into other hot technology markets, not just local to your headquarters of the.
B) Suggest that you allow it for a maximum of once per week as a trial. Monitor the remote work output, and expand the program if successful.
C) Provide positive case studies from other organizations that have embraced remote assignments.
D) Remind the CEO that not only is telecommuting cutting edge, but it allows sof tware developers to focus better and in turn produce higher-quality work.

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

A) Communicate the new sales incentive plan to associates and address their questions and concerns.
B) Develop an incentive program with monetary as well as nonmonetary sales incentives.
C) Analyze the current sales performance of individual stores and associates, and benchmark it against market data for other retail stores.
D) Conduct a series of sales trainings to increase the product knowledge and sales abilities of the associates.

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