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

1. An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.
Several employees are working on a critical assignment in another country, and senior leadership orders that they be notified immediately that they will be laid off. However, the site manager feels this will prevent the work from being completed and refuses to tell them. What should the HR director do?

A) Explain to the site manager that employees should be told now before they hear about the layoffs from others.
B) Insist that the site manager develop a solution for completing the work despite the layoffs.
C) Warn the site manager of the consequences of not complying with a direct order from senior leadership.
D) Schedule a video conference meeting with the employees to communicate the layoffs personally.

2. An HR manager is tasked with creating a new training program that incorporates adult learning theory. Which component should be included?

A) Outcome-based evaluation of results
B) Affiliation for being accepted by others
C) Problem-centered approach to learning
D) Internal processes to ensure learning is retained

3. What is one advantage of a group interview?

A) Time-savings for both companies and job seekers
B) Elimination of unqualified candidates
C) Increased control for the interviewer
D) More candidate comfort during the interview

4. Six months later, the employee is still a challenge. He/she will improve just enough to avoid discipline and seems to be on his/her best behavior around the supervisor, but one team member is reporting "mean" behavior-passive aggressive comments, scof fs and eye rolls, and whispering with other employees. The complainant is shy but well respected and normally has a great attitude. The supervisor doesn't feel a direct conversation between the two will help the situation. What should the next course of action be for the supervisor?

A) Pull the of fending employee aside privately and explain what has been reported. Inform him/her that bullying is not tolerated in the workplace.
B) Separate the two employees physically. Move their desks, and make it so that none of their work assignments are dependent upon each other.
C) Keep a watchful eye on the situation. Check in frequently with the employee who feels targeted and ask the employee to keep a log of each incident.
D) Move forward with a disciplinary action for the of fending employee as this is bullying behavior.

5. A start-up technology company is growing rapidly, and senior leadership would like the company to be publicly traded in the near future. The company regularly exceeds its financial goals, but outside analysts express concerns about the inconsistent practices and procedures within the company. The company values innovation, and very little attention is paid to documenting or standardizing work processes. This provides employees with a great deal of freedom to experiment in their roles, but it also leads to confusion about individual assignments and areas of responsibility. In preparation for a public offering, the company's leadership asks the HR director to gather information on best work practices in every functional area and create the required documentation.
Many team managers do not believe that documentation is necessary and they do not want to spend time creating it. How can the HR director convince them that this initiative is worthwhile?

A) Schedule a group meeting with all managers to answer their questions about why documenting work practices is necessary.
B) Send out a companywide memo explaining that having work practices and standards documented will lead to less work for employees in the future.
C) Distribute a memo to managers informing them that senior leadership would like them to participate in the process of developing documentation.
D) Present case studies to the managers that describe how other organizations have successfully implemented similar initiatives.

Solutions: