SHRM-SCP Quiz Braindumps: Senior Certified Professional (SHRM-SCP) - SHRM-SCP Quiz Torrent & SHRM-SCP Exam Review

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q38-Q43):

NEW QUESTION # 38
What design structure allows an organization to capitalize on existing expertise across different departments as opposed to seeking external skilled resources?

A. Hollow
B. Matrix
C. Divisional
D. Functional

Answer: B

NEW QUESTION # 39
A new HR director is hired into the HR department of one at a midsize, engineering company. The HR director immediately notices that, unlike all other major departments, HR is never invited to any important meetings, or involved in strategic discussions. The president of the company sees the sole use of an HR department as meeting legal requirements and the core duties of the HR director are to onboard new employees, help them complete their paperwork and address employee complaints. The HR director sees several areas where HR can add value to the company such as improving employee engagement, automating various HR systems, and introducing a performance review process. The HR director recognizes that the company needs one to two additional HR employees to truly be able to implement these important initiatives.
When the HR director asks the president about the possibility of hiring two new HR employees, the president laughs and replies that one HR employee is costing the company more than enough.
A recently hired female engineer submits an HR complaint saying that she is not given the most visible opportunities despite her being one of the most experienced engineers at the company. After confirming that this is happening what should the HR director do in response?

A. Form a women's mentoring group within the company.
B. Meet with the employee's manager to develop a career plan to provide more visible opportunities for the employee.
C. Make the engineer's manager aware of the bias and require diversity training for the team.
D. Develop an equal opportunity statement and email it to all employees.

Answer: B

Explanation:
* Individualized Approach: Developing a career plan with the employee's manager demonstrates a commitment to the employee's professional growth and addresses the specific issue of visibility in opportunities.
* Managerial Involvement: Involving the manager ensures that they are aware of the bias and can take proactive steps to support the employee, which is more effective than a general equal opportunity statement.
* Diversity and Inclusion: This approach aligns with SHRM's guidelines for promoting diversity and inclusion by addressing biases and creating opportunities for underrepresented groups.
References:
* SHRM, "Career Development Strategies in HR," available at SHRM.org.
* SHRM, "Addressing Unconscious Bias in the Workplace," available at SHRM.org.

NEW QUESTION # 40
A CEO is searching for a solution to the increase in health insurance costs. Which benefit should the chief human resource officer suggest to help reduce the high expenses?

A. Health care plans
B. Wellness programs
C. Employee assistance programs
D. Flexible sick leave

Answer: B

Explanation:
Wellness programs are designed to promote healthy lifestyles among employees, which can lead to lower health insurance costs over time. By encouraging preventive care, healthy eating, physical activity, and stress management, wellness programs can reduce the incidence of chronic diseases and other health issues that drive up insurance costs. Implementing such programs can also enhance employee well-being and productivity.
References:
* SHRM Employee Benefits
* SHRM Learning System for SHRM-SCP

NEW QUESTION # 41
Which is the best example of using strategic management to create a competitive advantage?

A. Providing safety training to all employees
B. Retaining compensation records for analytical purposes
C. Eliminating work processes that do not add value to the end customer
D. Enforcing a workplace flexibility policy to help employees achieve work/life balance

Answer: C

Explanation:
Understanding Strategic Management:
* Strategic management involves the formulation and implementation of major goals and initiatives taken by an organization's top management on behalf of owners.
* It is based on the consideration of resources and an assessment of the internal and external environments in which the organization competes.
* Creating Competitive Advantage:
* Competitive advantage refers to factors that allow a company to produce goods or services better or more cheaply than its rivals. These factors enable the productive entity to generate more sales or superior margins compared to its market rivals.
* Analyzing Each Option:
* Option A: Retaining compensation records for analytical purposes
* While important for maintaining data and potentially improving compensation strategies, this action does not directly create a competitive advantage.
* Option B: Providing safety training to all employees
* Safety training is critical for compliance and employee well-being but does not inherently create a competitive advantage.
* Option C: Eliminating work processes that do not add value to the end customer
* This directly impacts operational efficiency and effectiveness. By removing non-value-added activities, the organization can streamline operations, reduce costs, and improve customer satisfaction, thus creating a competitive advantage.
* Option D: Enforcing a workplace flexibility policy to help employees achieve work/life balance
* While this can improve employee satisfaction and retention, it is more about internal employee relations than creating a direct competitive advantage in the market.
* Explanation of the Best Choice:
* Eliminating Non-Value-Added Processes:
* This approach aligns with Lean management principles, which aim to maximize customer value while minimizing waste.
* By focusing on activities that add value to the customer, the organization can become more efficient, reduce costs, improve product quality, and enhance customer satisfaction.
* This strategic focus on value-added processes helps in creating a leaner, more agile organization that can respond quickly to market changes and customer needs.
* Supporting SHRM Competency:
* Business Acumen: This decision demonstrates a deep understanding of how the business operates and how to improve its performance.
* Consultation: Involves consulting with various stakeholders to identify and eliminate inefficiencies.
* References:
* SHRM guidelines on strategic management and competitive advantage.
* Lean management principles and their application in creating competitive advantages.

NEW QUESTION # 42
When evaluating potential employee systems using the CARVER system, what six criteria should be used during the risk assessment?

A. Changeability, alterability, results, viability, expertise, and redundancy
B. Credibility, accountability recognizability, vacancy edge and reliability
C. Criticality, accessibility, recuperability. vulnerability, effect and recoverability
D. Compatibility acceptability reliability variability, exposure, and relativity

Answer: C

Explanation:
* CARVER System: The CARVER system is a risk assessment tool used to evaluate potential targets
* based on six criteria: Criticality, Accessibility, Recuperability, Vulnerability, Effect, and Recognizability.
* Criteria Explanation:
* Criticality: The importance of the system or asset to the organization's operations.
* Accessibility: The ease with which the system or asset can be accessed or attacked.
* Recuperability: The ability to recover from damage or disruption.
* Vulnerability: The susceptibility of the system or asset to damage or disruption.
* Effect: The impact of the damage or disruption on the organization.
* Recognizability: The ease with which the system or asset can be identified as a target.
* Application: Using these criteria helps HR managers and security professionals prioritize risks and allocate resources effectively to protect critical systems and assets within the organization.
* Best Practices: Regularly conducting CARVER assessments allows organizations to identify and mitigate potential risks proactively, ensuring the continuity and security of their operations.
References:
* SHRM, "Risk Management in HR," available at SHRM.org.
* U.S. Department of Homeland Security, "The CARVER Target Analysis and Vulnerability Assessment Methodology."

NEW QUESTION # 43
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