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

1. Under Fair Labor Standards Act (FLSA) guidelines, what are employees entitled to?

A) One hour lunch and two 10-minute breaks for every eight hours worked
B) No required lunch or rest periods
C) One 30-minute lunch break for every four hours worked
D) One 30-minute lunch and two 15-minute breaks for every eight hours worked

2. When conducting market research for compensation studies, which is a best practice?

A) Consider the job title and level of the position at other organizations.
B) Contact other organizations directly for pay information as the information is more accurate.
C) Utilize at least one market survey with aggregated salary information.
D) Leverage employee-reported salary figures through online tools.

3. What is an example of cultural relativism?

A) Not utilizing a vendor because they engage in child labor
B) An organization,s goal to contribute to social justice
C) Expressing that ant soup of fered in the employee cafeteria sounds unappetizing
D) A company built on values of respect and honesty

4. A company in a competitive industry starts a two-year integration strategy aimed at being an innovator in a particular area. The chief human resource officer is asked to lead the project team and deliver within a required timeline. What advantage does Agile have over Lean Six Sigma in this situation?

A) Agile has many small projects: Lean has one project at a time.
B) Agile demonstrates progress and getting it done. Lean focuses on validated learning.
C) Agile is flexible and adaptable. Lean is structured and measured in pace.
D) Agile focuses on customer satisfaction Lean is focused on customer value by eliminating waste.

5. An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP's internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP's clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.
The HRBP recognizes that internal clients are frustrated by the HRBP's inability to assist with issues. The HRBP is concerned internal clients are losing trust in the HR function. What should the HRBP do to address this, given that the HRBP is still trying to address the CHRO's poor communication?

A) Conduct a survey of internal clients to measure the level of trust in the HR function.
B) Send each client an email accepting full responsibility for the problems and promising to improve.
C) Meet with each client individually to discuss what each client would like the HRBP to do to improve.
D) Ask the CHRO to meet with each client to explain the reason for the frequent miscommunication.

Solutions: