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Valid SHRM SHRM-SCP Questions: 100% Authentic [2025]

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q157-Q162):

NEW QUESTION # 157
A rapidly growing technology start-up company with 200 employees forms a new team to handle recruitment for the company that is independent of the HR team. The recruitment team does not have any specific guidelines for hiring. The HR director wants to establish guidelines to prevent the theft of intellectual property and insists that the recruitment team begin conducting background checks to verify applicants' criminal histones. The recruitment director feels that background checks create unnecessary delays and that the multiple interviews used to make selection decisions serve the same purpose as a background check.
In addition to background checks, the HR director would like for the recruitment director to begin using evidence based selection tools. What would be the most effective way to do this, given that the company is growing rapidly?

A. Conduct a full job analysis and design the selection tools in-house.
B. Consult academic literature and design a selection tool based on best practices.
C. Locate an industry-leading selection test maker and buy an off-the-shelf product.
D. Continue using the current process and conduct a validation study of its utility.

Answer: C

Explanation:
Given the rapid growth of the company and the immediate need for effective selection tools, purchasing an off-the-shelf product from an industry-leading selection test maker is the most practical and efficient solution.
These products are often validated and based on best practices, allowing the company to quickly implement reliable and effective selection tools without the time and resources required to develop them in-house.
References:
* SHRM Talent Acquisition Strategies
* SHRM Learning System for SHRM-SCP

NEW QUESTION # 158
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 wants to provide suggestions to the organization's executives about how to improve communication within the company, but the CHRO does not include the HRBP in strategic discussions that the CHRO has with other executives. What should the HRBP do?

A. Schedule a meeting with the CHRO to explain the HRBP's suggestions.
B. Write an email to the CHRO explaining the suggestions of the HRBP.
C. Meet with other executives informally to share the HRBP's suggestion.
D. Email the CHRO asking if the HRBP may attend the next strategic discussion meeting.

Answer: A

Explanation:
* Direct Communication: Scheduling a meeting with the CHRO allows the HRBP to communicate suggestions directly and in detail, ensuring that the CHRO fully understands the issues and proposed solutions.
* Building Relationships: This approach helps strengthen the relationship between the HRBP and CHRO, fostering better communication and collaboration.
* Addressing Issues: Discussing the suggestions in a meeting provides an opportunity to address any concerns the CHRO may have and to discuss the benefits of implementing the proposed changes.
* Professional Approach: A formal meeting demonstrates professionalism and shows the HRBP's commitment to improving communication and strategic alignment within the organization.
References:
* SHRM, "Effective Communication Strategies for HR Leaders," available at SHRM.org.
* SHRM, "Strengthening HR's Strategic Influence," available at SHRM.org.

NEW QUESTION # 159
The company decides to focus on utilizing the creativity, skills, and knowledge of its employees to achieve their long-term goal of becoming a leader in corporate sustainability.
To accomplish these goals, the company needs to retain their top talent. The CEO asks the CHRO to develop a retention strategy and wonders if of fering substantial pay increases will be necessary. What suggestion should the CHRO make?

A. Improve company benefits in addition to a moderate pay increase for all employees.
B. Give employees a pay increases each time the company reaches one of their strategic goals.
C. Develop an aggressive lead market compensation strategy.
D. Conduct an employee survey and focus group to determine what motivates the team.

Answer: D

Explanation:
The CHRO displays the communication competency by not assuming that the rate of pay is the only thing that motivates employees. Instead, the CHRO seeks to develop an understanding about what employees truly want. Focusing company resources on what truly motivates employees will be more successful in retaining them than just increasing their pay. An employee survey and interviews will be a good foundation to develop a successful retention strategy.

NEW QUESTION # 160
What is a Performance Improvement Plan (PIP) best suited for?

A. Insubordinate behavior
B. Quantifiable performance deficiencies with potential for improvement
C. Documentation prior to a termination action
D. Unionized workplaces

Answer: B

Explanation:
PIPS are best for specific and measurable problems with an employee's performance that may be turned around with guidance and training. Insubordinate behavior is not generally resolved with a PIP. And last, although PIPS are sometimes the final step before a termination, it is best for managers and supervisors to issue a PIP with the intent that the behavior can be improved.

NEW QUESTION # 161
In a meeting with the executive leadership team, a strict performance management system with the goal of terminating underperforming employees is being discussed. How should the HR manager, who is attending the meeting, react when asked to implement the new system?

A. The HR manager should implement the system as asked by the executive leadership team.
B. The HR manager should point out the difficulty of hiring new developers, and challengemanagement to look at the underlying reasons for the low performance.
C. The HR manager should discuss employee engagement initiatives that can improveemployee performance.
D. The HR manager should address the lack of communication between the developers andtheir managers as a potential reason for the performance issues.

Answer: B

Explanation:
The HR manager displays the leadership and navigation competency by guiding the senior management team to look at the problem from a different angle, considering factors they might have previously overlooked. Even though the HR manager should aim to align the HR strategy' with the company's strategic goals, he has to evaluate the decisions of the executive leadership team to be sure that they are in the best interest of the company. The HR manager does not know if low employee engagement or a lack of communication are reasons for the low performance, so addressing these would not be helpful.

NEW QUESTION # 162
......

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Ian Lewis Ian Lewis

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