PASS GUARANTEED QUIZ SHRM-SCP - MARVELOUS SENIOR CERTIFIED PROFESSIONAL (SHRM-SCP) VCE EXAM SIMULATOR

Pass Guaranteed Quiz SHRM-SCP - Marvelous Senior Certified Professional (SHRM-SCP) VCE Exam Simulator

Pass Guaranteed Quiz SHRM-SCP - Marvelous Senior Certified Professional (SHRM-SCP) VCE Exam Simulator

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q130-Q135):

NEW QUESTION # 130
The vice president of human resources meets with the talent manager to discuss the retention challenges. What's the best course of action?

  • A. Position the company as an employer of choice by of fering perquisites such as companycars, a wellness program, and memberships.
  • B. Research competitor pay rates, obtain other market compensation data, and establish new,more competitive pay plans.
  • C. Give all employees a cost-of -living pay increase and add nonmonetary incentives to payplans.
  • D. Ensure that a realistic job and pay preview is provided to candidates during the hiring andon boarding process.

Answer: B

Explanation:
The VP of HR and the talent manager demonstrate the critical evaluation competency by seeking out market pay rate data that allows them to evaluate how their company's pay system compares to other companies. This data has to be collected before determining if employees should be given pay increases, incentives, or perquisites. The lack of a realistic job preview does not seem to be the cause for the retention problem.


NEW QUESTION # 131
What is a "top-heavy" 401 (k) plan?

  • A. A plan with an average deferral by highly compensated employees at 2% greater than non-highly compensated employees
  • B. A plan with greater than 60% of its total value in the accounts of "key" employees
  • C. A plan with more than 60% participation by executives
  • D. A plan with less than 60% participation by non-highly compensated employees

Answer: D

Explanation:
A "top-heavy?' 401(k) plan is one in which more than 60% of the entire plan's value resides in the accounts of "key" employees. A key employee is defined as an employee with major ownership of the company and/or in a decision-making role.


NEW QUESTION # 132
Which of the following DE&I tools would be most effective at creating a sense of belonging for employees of a diverse workforce who are spread across the country?

  • A. Employee resource groups
  • B. Per formative ally ship
  • C. Unconscious bias training
  • D. Employee surveys

Answer: A

Explanation:
Employee resource groups can serve as an important tool to bring together groups of employees with a common trait to feel as if they are truly part of a team. These groups can go beyond just social gatherings, as they can discuss issues and challenges facing the organization and propose solutions to improve the working experiences for a diverse workforce. Employee surveys (A) are important tools for understanding how the workforce feels and views the company, but they do not necessarily pull employees together. Unconscious bias training (B) can be a useful tool, but it can be difficult to effectively plan and map the belonging metrics that result. Per formative ally ship (D) is a negative phenomenon in which companies say the right thing in support of diverse workforces while neglecting to take actual action.


NEW QUESTION # 133
When calculating the rate of turnover in an organization, which is most helpful?

  • A. Include both voluntary and involuntary terminations in the calculation.
  • B. Consider the prior year,s total number of employee exits when dividing by averageheadcount.
  • C. Separate out involuntary terminations from voluntary terminations.
  • D. Consider the prior year,s headcount when dividing by the number of employee exits.

Answer: C

Explanation:
When determining the cause of employee turnover, it is best to separate out involuntary terminations from voluntary terminations. Counting involuntary terminations in the calculation will skew the separation rate and will not help determine the cause for attrition.


NEW QUESTION # 134
A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.
The manager is one of the office's top-performing employees with considerable influence over other employees' opinions about how the office is managed. What should the HR director do to prevent disruption to station operations while the flexible schedule policy is reviewed?

  • A. Ask the manager to be patient while HR reviews the flexible schedule policy.
  • B. Issue an office wide statement indicating that HR is reviewing the flexible schedule policy and may make revisions.
  • C. Meet with the manager to explain the objective and timeline of the review process and ask for the manager's support in the interim.
  • D. Conduct an onsite meeting with all employees at the broadcasting station to solicit input and discuss options and concerns.

Answer: C

Explanation:
To prevent disruption while the flexible schedule policy is being reviewed, the HR director should:
* Meeting with the Manager: Hold a meeting with the manager to discuss the urgent request and explain the objective and timeline for reviewing the flexible schedule policy.
* Support and Collaboration: Seek the manager's support during the review process, emphasizing the importance of their role in maintaining stability and morale within the team.
* Transparency: Provide a clear timeline for the policy review and update the manager on the progress, ensuring transparency and managing expectations.
* Interim Solutions: Explore interim solutions that can accommodate the manager's needs without disrupting operations, such as temporary adjustments to the work schedule or trial telework arrangements.
* Communication: Communicate with the broader team about the ongoing review process, highlighting the organization's commitment to considering their needs and improving work arrangements.
This approach balances the immediate needs of the manager with the longer-term objective of a fair and comprehensive policy review, consistent with SHRM's best practices for managing change and maintaining employee engagement.


NEW QUESTION # 135
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