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SHRM SHRM-SCP Exam Syllabus Topics:

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

1. At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.
Upon reviewing employee training records, the HR director finds that some managers disproportionately assign training and development opportunities to female employees over male employees. How should the HR director handle this?

A) Further evaluate the training records to figure out how many managers actually engage in this behavior.
B) Interview managers who engage in this behavior to understand their criteria for assigning training.
C) Remind those managers of the company policy that all employees must be afforded equal opportunities.
D) Check whether this practice has violated any local laws regarding gender discrimination.

2. For an employer to hire an unpaid intern, the internship must meet several criteria.
Which option is NOT a criterion to qualify for an unpaid internship?

A) The intern receives academic credit for completion of the internship.
B) The intern receives relevant and valuable on-the-job training.
C) The intern must work less than 20 hours per week.
D) The intern,s work does not take away work from another paid employee.

3. What contributes to an employee's motivation, according to Vroom?

A) Likelihood to get promoted if one puts in effort
B) Having a manager with good leadership skills
C) Working in a motivated and driven team environment
D) Transparent communication from managers to employees

4. A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
Although the leadership team initiated the project, a few members express concerns that the project is not a good use of the facility's funds. They are skeptical that the project will lead to any tangible benefits for the facility. Which action should the HRBP take to address the leadership team's opposition to the project?

A) Justify the investment in the project by highlighting the return on investment in relation to costs of turnover.
B) Finish gathering data for the project before addressing the leaders' concerns.
C) Compile case studies of real-world examples where poor company culture resulted in organizational failure.
D) Provide examples of steps the facility may choose to take to improve company culture during later phases of the project.

5. In one of the warehouses of a retail company, several international employees complain to HR that the warehouse manager has forbidden them from speaking in their native language in the workplace. The HR manager speaks with the warehouse manager, who says there have been several reports that the international employees only interact with each other and they have difficulty conversing with the local employees due to language barriers. The HR manager also learns that the international employees can speak the primary language used in the company well enough to understand instructions from their supervisors. Fortunately, there have been no incidents of safety issues where language has been a barrier between local and international employees. However, senior management believes there is a lack of rapport between local and international employees and instructs the HR manager to resolve the issue.
Which action should the HR manager take to address the international employees' complaints about the warehouse manager?

A) Consult with senior management about whether it is acceptable to forbid international employees from speaking in their native language in the workplace.
B) Communicate to the international employees that senior management believes there is a lack of rapport between the local and international employees
C) Instruct the warehouse manager to attend a diversity, equity and inclusion.
D) Ask the warehouse manager if there is a business need to forbid international employees from speaking in their native language.

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