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

1. The HR manager presents an attrition analysis to the executive leadership team and highlights training interventions and job rotations as action items to prevent high-performers from leaving the organization. What type of analysis is described?

A) Predictive
B) Descriptive
C) Cognitive
D) Prescriptive

2. Which is an example of a Bona Fide Occupational Qualification (BFOQ)?

A) A job applicant supplying documentation of his/her college degree
B) A sheriff's of the refusing to hire police deputies over the age of 50
C) An airline only hiring attractive female flight attendants to draw in more male passengers
D) A fast-food restaurant with Christian values only hiring Christian employees

3. What can the vice president of HR make that will help prepare the teams working at the different branches for the new business process?

A) Host a video conference to roll out the new process and introduce the teams to each other.
B) Communicate strict performance management steps for employees who do not cooperatewith other branches.
C) Encourage the different branches to communicate via the company's intranet, and developan app that connects employees on the go.
D) Schedule in-person meet ups between each of the branches so teams can build relationships.

4. In a meeting with the upper management team, opinions are voiced that the company should resist change and stick to the old ways that have been working for so many years. The CEO and the CHRO meet separately after this meeting to discuss how to move forward. The CEO is concerned that the company does not have leaders with experience in the renewable energy sector or the ability to lead related change initiatives. What initial suggestion should the CHRO make?

A) Conduct an assessment of the current talent within the organization, and forecast whichtalent will be needed to determine hiring and training needs.
B) Start building a talent pool and hiring managers with knowledge in the renewable energysector.
C) Develop leadership training seminars to prepare the managers for leading changeinitiatives.
D) Review the performance of each manager, and suggest which managers should beterminated because they are unlikely to support the upcoming change initiative.

5. A newly hired chief human resource officer (CHRO) discovers a flaw in the time-keeping policy that allows senior executives to receive full salaries and benefits without working the expected full-time hours. The CHRO reviews corporate data and identifies three senior executives in the sales department who regularly worked half the expected full-time hours for the past two years. The CHRO also discovers that the sales department has the lowest levels of employee engagement and morale across the corporation. However, the CHRO knows these three senior executives have been with the corporation for over a decade and have established strong alliances with the CEO. The CHRO presents the issue to the CEO and learns the CEO was unaware of the flaw in the policy. The CHRO and CEO agree to discuss the issue during the next executive team meeting.
Prior to the executive team meeting, the three sales department senior executives confront the CHRO in person. The executives state that working less than the expected full-time hours is justified because the CEO has made them return early from vacation on multiple occasions. How should the CHRO respond?

A) Suggest the senior executives speak to the CEO about their concerns.
B) Offer to schedule a meeting with the executives to discuss their concerns.
C) Explain to the senior executives why it is unfair for them to work less than the expected full-time hours.
D) Advise the senior executives to start working the expected full-time hours to avoid disciplinary action.

Solutions: