Free SHRM-CP Mock Exam – Practice Online Confidently

A young learning and development specialist, having recently completed graduate studies in adult education and training, is hired into an HR department that has a strong history of management and employee training programs. For now, the specialist's assignment is to undertake scheduled revisions of specific elements in the learning and development system.The programs have been well-attended and well-received by the organization, so there has been little need to change the learning approach. The specialist soon realizes that, while the course content is well-designed, built on sound practices, and engaging for participants, it offers little support or direction for transferring learning to the job environment. It is missing a major opportunity for improving job performance. She also notes a lack of competency-based learning that can be used by participants and their managers as performance standards to make it easier to implement and assess learning and performance levels.The specialist would like to propose changes, but she is new to the company and the HR function. Her colleagues are older than she is and much more experienced. They have created or directed the curriculum that she wants to change. She notices that they smile condescendingly when she speaks at department meetings about her ideas. They seldom talk to her and have been rather harsh in their reviews of her initial projects. It is difficult for her to argue for change using actual data because the evaluation tools the department uses focus primarily on Kirkpatrick's Levels 1 and 2.How can the specialist improve her relationship with her colleagues?

Which activity is part of the assessment and selection step of the global assignment process?

When would a return on investment (ROI) analysis be an effective metric?

A global consulting firm hires a director of business development from outside the organization, much to the disappointment of one of the managers in the department, who also applied for the position.This manager complains bitterly about the decision to go outside of the firm, and he continues to exhibit disruptive and angry behavior. He feels that he has been unfairly treated, since he believes that he has more experience than the newly hired director.Two months later, the new director of business development has made changes that most of her team are quite excited about. Unfortunately, this does not include the disappointed manager. He openly criticizes the director's ideas, even escalating this criticism to the CEO. He comes to HR to discuss his options in the company.The new director has also come separately to HR regarding the continued hostility from this manager and also about a new employee on the global sales team, who tends to stay to herself and does not interact with the rest of the team. The new sales employee has no problems with attaining her sales goals, but the director does not see her as a "team player" and asks the HR manager for assistance with how best to deal with both of these situations.What response should the HR manager provide to the disappointed and angry manager?

The CEO of a manufacturing company decides that the organization needs to be restructured immediately in order to support current business needs. Productivity has been declining due to low employee satisfaction and engagement, particularly on the second shift where there are mostly new employees with only one manager. The CEO decides to implement a team-based work structure, believing that work decisions need to be made by the employees doing the work. The managers are to act as coaches for production teams and the employees are to act as team members, with each team electing a team leader. An HR consultant is brought in to help implement the new structure and provide training on team dynamics and collaboration in the workplace.The structure has been implemented, and the organization is struggling with operating in the new model. Decisions that were once made quickly are now delayed due to confusion of roles and a lack of ownership among team members and coaches. Morale is low, tensions are high, and turnover is rising. Conflicts arise constantly between first and second shift teams because of incomplete work, and shipments are slipping.The teams have decided to conduct performance evaluations on one another; however, no members want to address poor performance. What is the best action the HR consultant can take to ensure a fair evaluation process while respecting the decision of the teams?