Refer to the following scenario for the next 6 questions. Show
A. Hold supervisors accountable for changing the resistant attitude of their employees and responding to and resolving employees' ongoing concerns. B. Advise the employees that it is mandatory and, if they refuse, they could lose their jobs. C. Communicate to employees that the smartphone is a benefit to the company and helps them to accept change. D. Listen to and address the employees' concerns and demonstrate the phone's positive aspects; provide support throughout the implementation. Given the varying technology proficiency of the employees, which is the most effective training method the human resource director should use to facilitate the change? A. Provide instructor-led, hands-on training sessions for employees based on their knowledge levels revealed during the needs assessment. B. Rely on the supervisors to conduct a learning needs assessment and then train their employees on gaps. C. Conduct a needs assessment and provide prerecorded videos on how to use the phones for employees to watch. D. Distribute the phones and instruction manuals to the employees and then gather information to determine learning needs. An employee refuses to use the smartphone and continues to submit paper time sheets. Which action should the human resource director take to bring about the
desired change in the employee's behaviors? A. Send an e-mail to the employee stating that this is a violation that could result in immediate employment termination. B. Allow the employee to continue submitting the paper time sheets for now, and give him a new target date by which to make the change. C. Contact the employee's supervisor to determine why the employee is not using the phone and how the supervisor has addressed the issue. D. Contact the employee to understand why the employee is not using the phone; identify solutions to overcome the obstacles. The human resource director is receiving feedback from several employees that other employees are playing games, texting, and using social media on their phones during working hours. How should the human resource director respond to the feedback? A. Share the feedback with supervisors and ask them to tell employees to not use smartphones for personal use during work hours. B. Request that supervisors keep the smartphones and give them to employees only at the beginning and end of shifts to clock in and out. C. Investigate the feedback to determine its validity; create a policy regarding smartphone use and meet with employees to review the policy. D. Locate, review, and distribute a generic phone use policy that prohibits using the smartphones for nonbusiness purposes during work hours. Thirty days have passed, and the smartphone adoption rate
is only 45%. Which is the human resource directors' best point of entry in determining the source of the low adoption rate? A. Talk to employees who have adopted the change to determine what made it easier for them. B. Determine if shifting to smartphones had an adverse impact on any particular employee group(s). C. Explore if a 30-day transition period was sufficient for the size and impact of the change. D. Assess employees' training needs and explore how they can learn and embrace the technology. Which action should the human resource director take to create shared ownership and accountability with business leaders for the smartphone change's success? A. Develop and release to all business leaders the proposed corporate strategy for distributing the smartphones and training employees. B. Involve business leaders to get feedback on and finalize the strategy for distributing the smartphones and training employees. C. Request business leaders to develop a smartphone distribution and training strategy for their business units and give feedback. D. Send an e-mail requesting that business leaders share their top concerns about the smartphone change. Item ls1-3-3bc Rationale D is the best answer. Adult learners not only need to know the benefits to them but also want to have their concerns heard and addressed. Item ls1-3-3cc Rationale A is the best answer. The needs assessment will ensure that training sessions are
developed based on the target audience, and the instructor will be able to immediately evaluate the level of understanding. Item ls1-3-3dc Rationale D is the best answer. The obstacles need to be identified and addressed and solutions need to be identified and implemented. Item ls1-3-3ec Rationale C is the best answer. The situation should be investigated to find out how employees are using the phones. If the phones are being used
personally during working hours, this needs to be addressed. Implementing a policy on use of the smartphones will communicate expectations and be important in consistently holding people accountable. Item ls1-3-3fc Rationale C is the correct answer. People move through the stages of change at different rates. Rushing employees through the change process won't work for either the organization or the employees. The company could have minimized the emotional reactions to the change. The human
resource director should analyze the resistance and determine how to get back on track to achieve success. Item ls1-3-3gc Rationale B is the correct answer. Change initiatives are better positioned for success with leaders and top-level management engagement. This change is a business initiative. Involving managers, including engaging them early in the process to begin communicating the
change and its overall benefits, will create engaged stakeholders and help set the initiative up for success. Refer to the following scenario for the next 2 questions. A. Suggest that HR conduct several focus groups and exit interviews to find out why employees are leaving the company and if they are dissatisfied with their jobs. B. Elevate his concerns about the extra job duties and modified compensation system to the senior vice president of the division and the vice president of HR. C. Suggest that the department hire several low-cost interns to carry out basic job duties (e.g., photocopying), thereby removing some of the workload from the sales team and allowing them to focus on sales. D. Suggest to the employees that they visit the VP's office as a group and share their concerns. What is the best way for the HR manager to evaluate the effectiveness of the new compensation system to increase sales? A. Conduct a survey that asks about employees' satisfaction with the new compensation system and whether or not they believe it is effective for increasing sales. B. Conduct a benchmark comparison of compensation systems against those of marketplace competitors. C. Recommend that they delay measuring effectiveness for at least one sales cycle to determine whether sales have increased. D. Review existing research and literature on best practices to see if similar changes in other organizations have been effective. Item lsna-19-504a Rationale A is correct. The HR director will want to perform a cursory review of the executive's personnel file to determine if other behavioral or performance issues have occurred
that he or she may not be aware of. This first step will help to determine if further action should be taken. If it is found that there may be an issue with the executive, the HR director and the CEO should then jointly decide on what the appropriate course of action should be (e.g., a more in-depth investigation of the allegations indicated in the anonymous letter). Item lsna-19-504b Rationale D is correct. The procedures for reporting workplace issues and the protections afforded to employees should be continuously shared and reinforced. This communication is just one aspect of creating a positive employee environment to build trust between employees and leaders in the organization. Additional activities should also be encouraged by the HR director to continue to build this trust. Item lsna-19-504c Rationale A is correct. Annual training is an effective, and sometimes mandated,
way of sharing the roles and responsibilities that leaders have in encouraging reporting of issues and preventing workplace retaliation. This is often a first step in a broader approach to creating a culture of ethics and compliance in an organization. Item ls1-8-11ac Rationale A is the best response. The president raised the question to HR and needs to be delivered an honest and transparent response. Since the customer service manager has requested help, the HR manager can go to the president prepared with one or two solutions as to how to address the issue. Item ls1-8-11bc Rationale C is the best response. It demonstrates that HR serves
as the expert on people management issues and provides the manager with the appropriate skills while still allowing the manager to directly handle the issues in the customer service department. Item ls1-8-11cc Rationale A is the best response. The HR director needs to gather critical information to understand the root cause of the customer service problems. Item ls1-8-11dc Rationale B is the best response. The HR director needs to investigate the allegation before making a determination regarding the employment of
the individual. It is best to place the employee on paid administrative leave during the investigation to reduce the organization's liability. Item ls1-8-11ec Rationale B is the best response. The discussion may uncover only an employee unhappy about some personal situation, but it could also provide helpful information about a problem that is affecting the company's image with customers and
prospective employees. The director must be careful, however, to avoid encroaching on the employee's freedom of speech, especially if this is a unionized workplace. Refer to the following scenario for the next 4 questions. A. By reviewing financial results and productivity measures for the company B. By researching and implementing trends and best practices of other organizations C. By determining a structure that will align with the company's strategic plan and objectives D. By talking with employees to gain insight about what outcomes they are looking for How should the team best use the HR manager's experience with the organization? A. They should use the HR manager to provide balanced input into the structure and delivery approach. B. They should consider the HR manager's input only if they are talking about location issues. C. The experience of the HR manager isn't critical, because the team has other members. D. They should not consider the HR manager's input, as he does not have an understanding of corporate HR. What should the team do to gain buy-in for its recommendations? A. Getting buy-in isn't practical due to the decentralized nature of the organization. B. The organization is sponsoring this team; therefore, there is no need to get buy-in on the changes. C. The team should wait until the leadership asks for its recommendations; then it should provide them. D. The team should develop a business case outlining its recommendations to present to the leadership team. Changes to the HR structure or delivery model can create frustration and anxiety among employees.
What is the best approach the team should take to ensure a smooth adoption by employees? A. Do nothing, as it is too early to create a communication plan and it may cause confusion and concern among employees. B. Respond to employees when they start to provide feedback during the implementation of the new structure and delivery model. CORRECT D. Begin talking with employees about changes that could occur and ideas that are being tossed around as potential solutions in HR delivery. Item ls1-5-2ac Rationale C is the best response, as HR's function is to serve the strategy of the overall organization and the company's strategic plan should guide all decisions, including the HR structure and delivery model. Item ls1-5-2bc Rationale A is the best response, as this allows the team and the HR manager to understand both the corporate and location perspectives. It also allows each to learn from the other, with the outcome being a more well-rounded structure and delivery model. Item ls1-5-2cc Rationale D is the best response. A business case is the best tool for formulating and communicating recommendations to decision makers, as it provides a well-rounded, business-focused guide to share the recommendations and their advantages and disadvantages. Item ls1-5-2dc Rationale C is the best response,
as communication is at the core of all successful change initiatives. The plan will outline the best times to communicate and what the message will be. Item ls1-8-3ac Rationale C is the best response. Creating a performance improvement plan allows the employee to address and acknowledge the issues. It also allows for employee buy-in to the solutions and sets up a clearly defined time line for improvement. Item ls1-8-3bc Rationale D is the best response. The HR generalist needs to ensure that tenured employees are not being given a level of protection that newer employees may not be receiving.
Additionally, this allows the HR generalist to review with current managers how to effectively hold employees accountable. This option also allows the HR generalist to reset expectations with all managers over time, ensuring that there is consistency. Item ls1-8-3cc Rationale C is the best response. Partnership with management allows for an effective review. The small group meetings ensure that all employees have an opportunity to engage and ask questions. Finally, having signed employee acknowledgments ensures that there is a system in place for confirming that all employees have
attended a meeting. Item ls1-8-3dc Rationale C is the best response. Conducting a survey internally allows for company-specific data to drive decision making. Additionally, creating an in-house tool allows for more control of the finished product, and having a time line for completion ensures compliance. Item ls1-8-3ec Rationale D is the best response. Partnering with management to ensure that they and their team members are aware of training resources helps to confirm that all members of the team are aligned toward the goal and the vision. Refer to the following scenario for the next 4 questions. A. Continue discussions with the CFO to further clarify comments about the manager's behaviors. B. Privately speak to the family owners about their knowledge of the issues. C. Interview executive staff about operations department results and the manager's performance. D. Further analyze exit interview information for details about training deficiencies. The consultant is surprised at how brief the onboarding process is and how it appears to focus more on orientation activities. Which action should the consultant recommend to create a long-term onboarding program? A. Provide operations training on equipment to improve skills and enhance individual performance. B. Maintain the current orientation program, but assign a mentor for new hires' first two weeks. C. Evaluate and enhance the company's orientation and onboarding program to cover the first 90 days. D. Offer a management training program that emphasizes interpersonal skills and employee development responsibilities. The CFO has requested that the consultant administer an employee survey. Which action should the consultant take to determine if a survey would, in fact, be the best step to take at this point? A. Use questions from a standard survey. B. Review past surveys from the organization to benchmark results. C. Outsource the survey to a firm that is well-known for employee surveys. D. Request assurance from the entire executive team that action will be taken based on the results of the survey. The CEO supports the consultant's recommendation to further develop the manager through executive coaching. Which step should the consultant take to gain the manager's support for
coaching? A. Develop talking points with the CEO to use to discuss the benefits of coaching with the manager. B. Ask the manager's direct reports to demonstrate their support of coaching by providing positive feedback. C. Independently advise the manager about the issues and recommend coaching as a way to address them. D. Talk to the manager's peers to identify situations where he could have behaved in a more effective manner. Item ls1-1-4a Rationale D is the best response. Additional analysis may identify relevant information that was missed. The consultant may follow up directly with the participants, who may be more open to talking to an outside consultant than to someone in house. Item ls1-1-4b Rationale C is the best response. The best way to affect the 60- to 90-day time frame for employees leaving is through an enhanced orientation and formal
onboarding program. Although the orientation might last only one day, an onboarding program should extend into the first few months (or longer) of employment and be structured to set the employees up for success and further integrate them into the organizational culture. Item ls1-1-4c Rationale D is the best response. The HR consultant needs to establish expectations that a survey may uncover issues
the executive team doesn't know about and it is harmful to ignore them and that the team must act on the results. This approach will establish credibility for the HR consultant and ensure that the survey can propel the company forward. The consultant can also talk with the executive team to determine what information would be important, from their perspective, to collect as part of the survey. Item ls1-1-4d Rationale A is the best response. The CEO is the manager's direct supervisor and has the authority to approve the expense of coaching and to make a determination if he sees the manager as having issues that need to be
addressed. When presenting the solution to the CEO, the HR consultant should create alignment between the behavior and the actions of a senior executive and the organization's goals, strategies, and bottom-line success. Coaching is most successful for executives when it has leadership approval. Refer to the following scenario for the next 3 questions. A. Acknowledge his viewpoint, and let him vent as much as he needs so that it does not impact his work or damage his credibility. B. Show empathy for his disappointment, confirm that the process was objective, and provide specific deficiencies from his interview for the job. C. Indicate that his approach is not acceptable and that this is an example of the type of attitude that led to his not getting the job. D. Tell him that the process was fair and that if he isn't happy he should consider resigning and going to another organization. What should the HR manager recommend the director of business development do to build the relationship with the disappointed manager? A. Meet with the manager to understand his concerns, explain that bypassing her authority is not acceptable, and encourage him to share his ideas for the benefit of the department. B. Discipline the manager for going over her head to the CEO and work to promote her ideas even more vigorously with the manager and the rest of the team. C. Since it is important for the director to have the full trust of her department, she should seek consensus and implement only changes that are fully supported by all team members. D. In order to avoid conflict, the director should not respond to the criticism but should ask the CEO to deal with the manager on her behalf. What should HR recommend as the best approach for the director to take in regard to the sales employee keeping to herself? A. Spend time with the sales employee, interacting the same way she does with all the other team members. B. Hold an optional off-site team-building activity inviting the entire team to get to know the sales employee better. C. Isolate the sales employee to prevent any distractions, so she can concentrate on contacting new and existing clients. D. HR should talk privately and candidly with the sales employee and explain how her behaviors are impacting the department. Item ls1-2-2ac Rationale B is the best response, as the HR manager shows emotional intelligence in acknowledging that the manager is disappointed with the outcome. She also needs to address his belief that the process was not fair and ensure
that the manager understands her role in ensuring consistency. Through feedback about his interview, the manager can gain valuable insight into how he presents himself. The HR manager should also share her recommendation with the interview team and, if needed, provide coaching and/or guidance on how to give unsuccessful candidates developmental feedback (if she has not already done so). Item ls1-2-2bc Rationale A is the best response, as this allows the director to clearly set her expectations in a positive and productive way. If the behavior continues, then she could take additional disciplinary actions. Item ls1-2-2ec Rationale Rationale Refer to the following scenario for the next 6
questions. A. Hold an urgent meeting that includes the leadership and the entire IT department, with the exception of the IT director. B. Hold a meeting with the IT director and share all of the information. C. Request that employees send an e-mail directly to the organization's leadership regarding the issues they are having. D. Request to hold an urgent, face-to-face meeting with leadership, and ask that the details of the meeting remain confidential. Which solution should the HR manager suggest to reinforce the organization's commitment to being a learning organization? A. Encourage the IT team to ignore the IT director and start sharing knowledge with the rest of the team. B. Request that the leadership hold a company-wide meeting to reiterate the mission of being a learning organization, and build performance metrics and incentives around the mission. C. Send out a company-wide e-mail acknowledging that the actions of the IT director are not indicative of the organization's mission. D. Terminate the IT director for creating an environment that is against the company's mission. Which strategy would help assess and correct the collaboration issues the IT department is facing? A. Evaluate work relationships between employees and departments, clarify work expectations and reporting relationships, and assess the gap in operating expectations. B. Analyze existing resources, job descriptions, and salaries. C. Design and develop a performance management plan for each employee. D. Hold a team meeting with the IT department and ask for strategy proposals. Which key problems affecting the IT department should the HR manager present to the organization's leadership? A. Lack of innovation within the IT department B. Deficiencies in knowledge, skills, and abilities of the employees in the IT department C. Process-related problems because of inefficient systems D. Behavioral and cultural problems, specifically related to communication, leader-employee relationships, workplace atmosphere, and collaboration Based on the initial discoveries of the HR manager, which action(s) should be taken against the IT director? A. Terminate the IT director, since policies were violated. B. Suspend the IT director for two weeks to allow tensions to cool among the staff before his return. C. Suspend the IT director with pay in order to conduct an investigation, and, based on the investigation, decide whether he should be terminated or put on a performance plan. D. Suspend the IT director without pay. Which approach should the HR manager recommend to the organization's leadership to address the IT director's
behavior? A. Provide both verbal and written feedback to the IT director, hold consistent meetings, stress the importance of accountability, and ensure that the IT director's job description is aligned with the organization's mission. B. Terminate the IT director to avoid any escalation of complaints, as there is no chance of correcting his behavior. C. Suggest that someone from the HR team hold a weekly coaching session with the IT director to offer negative feedback. D. Suggest that someone from the HR team directly manage the performance of the IT director. Item ls1-6-3ac Rationale D is the correct response. Due to the sensitivity of the information, it is best for the HR manager to hold an urgent, face-to-face meeting. Item ls1-6-3bc Rationale B is the best response, as it is always best for
the leadership to demonstrate its commitment to the mission by verbally communicating it to employees and building an environment that encourages it. Item ls1-6-3cc Rationale A is the best response, as this strategy will address the issues around collaboration, interpersonal relationships, and the work expectations of employees. Item ls1-6-3dc Rationale D is the best response, as it accurately reflects both the behavioral and cultural challenges the IT department is facing. Item ls1-6-3ec Rationale C is the best response, as it will allow time for the HR manager to conduct a detailed investigation of the matter without any interruption, distraction, or obstruction from the IT director. Item ls1-6-3fc Rationale A is the correct response, as it has all the required components to
correctly manage the performance of the IT director and is aligned with the organization's mission. Refer to the following scenario for the next 4 questions. A. Communicate directly to the employees, acknowledging their concerns and describing a plan to address them. B. Urge the manager to avoid the negative outcomes by reverting to the previous operating model. C. Explain that a change management program will be implemented for the team. D. With the manager, explain the new business approach to the team and ask them to give it a fair trial for the next three months. After responding to the complaints, how should HR continue to support the transition to the new approach? A. Observe the impact of the responses given to the employees and wait to see if more complaints arise. B. Write a white paper on HR's recommendations for solving the problems. C. Recommend a temporary halt to the changes introduced in the unit. D. Use a data dashboard to show the progress of the change to leadership and communicate regular updates to leadership and employees. How could HR involve the employees to improve the design of their new roles and increase their satisfaction with their work? A. Suggest that assignments on the assembly line be made in a random manner that prevents any appearance of favoritism. B. Propose that employees rotate through assembly-line positions so no one will be bound to the monotonous elements of the work for too long. C. Identify the best performers and give them better roles in the assembly-line process, leaving less-skilled and monotonous tasks to the poor performers. D. Facilitate a focus group with employees to identify alternatives that maintain the bottom-line value of the new initiative while solving complaints of boredom. Item ls1-15-2ac Rationale A is the best answer. Responding directly, honestly, and specifically to the employees is an important step in helping them move forward with the change. Item ls1-15-2bc Rationale D is the best
answer. The difficulties of making change can often be overcome by celebrating the positive effects of the change. In this case, the team can see directly the impact of their efforts. Item ls1-15-2cc Rationale C is the best answer. This approach recognizes and respects the employees and the issues they have raised by helping them make more informed decisions and build proactive adaptive strategies. Item ls1-15-2dc Rationale D is the best answer. It allows the employees to
provide input and apply their experience and expertise to create a more sustainable, long-term solution. Refer
to the following scenario for the next 6 questions. A. Hold meetings with all supervisors before rolling out the new plan to address their concerns. B. Meet with the supervisors after the plan is implemented in order to obtain buy-in. C. Allow supervisors to create their own communication plans to share the details with their employees. D. Delay rolling out the new plan until all supervisors and workers are on board. HR still believes that the cause of decreased production is the absence of incentive pay. Which recommendation should the HR manager include in a business case for an incentive pay program that would convince leaders while rebuilding HR's credibility? A. Assess the organization's turnover rate along with supervisors' input and employee opinions on exit questionnaires. B. Gather data on the number of employees, profits for the preceding year, and the current pay structure. C. Analyze data related to the organization's mission, strategy, goals, size, industry, and location and on talent availability. D. Review the current payroll budget, the turnover rate, employee input on the pay philosophy, and leadership goals. The president and the HR manager agree on a 90-day period to address the problems related to workforce morale and the new pay plan. Which is the best first step for the HR manager to
identify the root cause of the morale issues in order to develop a plan to address them? A. Advise leadership to revert to the original pay plan and communicate to employees the way forward. B. Research morale at other businesses similar to this company and how they implement change initiatives. C. Talk with the employees to understand their concerns and how supervisors supported the change efforts. D. Eliminate the performance appraisals because they have been inaccurate and take time away from production. Which approach should HR take first to encourage better alignment between the organization and the employees in order for them to accept and sustain the new pay system? A. Train supervisors on how to provide feedback and respond to employee dissatisfaction in regard to ratings. B. Communicate the desired outcomes and company-wide production goals and include the immediate supervisors' input. C. Publish the compensation philosophy and pay increase matrix to increase understanding of the plan. D. Identify organizational and departmental goals, specific employee performance and behaviors, and meaningful metrics. It is discovered that some supervisors are unable to effectively answer employee questions about the new pay plan. Which primary learning activity should the HR manager offer to prepare supervisors for their communication with employees? A. Conduct training that includes role playing and different scenarios that could arise in the employee meetings. B. Provide case studies so supervisors can independently read and answer employee questions about retention and pay-for-performance. C. Share presentations about survey data and a regression analysis leading to the new pay plan. D. Participate in difficult performance appraisal meetings with employees and conduct on-the-job training with the supervisors. Which first step should the HR
manager take to change the current perceptions of HR with the company's managers? A. Recommend reinstatement of the prior pay plan with minimal communication. B. Notify all employees about the retraction of the new pay plan to avoid employee complaints and supervisor dissatisfaction. C. Publish HR's mission, vision, and values statements, HR services, and the names of HR staff and their availability. D. Communicate the organization's mission, vision, and strategy and HR's role in support of the organization's and employees' success. Item ls1-4-3ac Rationale A is the correct answer, because it addresses the supervisors' concerns directly. In order for the plan to work effectively, supervisors must understand the value of the new program. Item ls1-4-3bc Rationale C is the correct answer, because it considers the key factors critical to pay strategy development in the company's market and helps the company decide whether to lead, match, or lag its competitors. Incentive pay should align the employees' achievements with the organization's targeted objectives. Item ls1-4-3cc Rationale C is the correct answer. Direct communication with employees will get to the root of the morale issue. Item ls1-4-3dc Rationale D is the correct answer, because it considers all aspects of the pay system and ties individual performance to organizational goals. Item ls1-4-3ec Rationale A is the correct answer, because it allows participants to practice appropriate behavior and responses for various situations in a safe environment. Item ls1-4-3fc Rationale D is the correct answer, because the organization has been resistant to change and needs new ideas and systems thinking. This expands the
employees' and supervisors' perception of goal setting and the role of HR as well as other departments' impact on employees' and the organization's success. Refer to the following scenario for the next 5 questions. A. Hire permanent recruiters through an outside agency. B. Review the master services agreement with the recruiter's company and audit the candidates presented for interviews to determine any misconduct. C. Install a surveillance camera in the contract recruiter's office to investigate the allegations. D. Given the current environment of the company, the HR manager should focus on other concerns instead of the contract recruiter's approach in filling the vacancies. What can the HR manager do to ensure that only qualified candidates are being selected for the interview process? A. Outline detailed job descriptions for each vacancy to include minimum qualifications and requirements and review each candidate's background prior to interview selection. B. Explain the job requirements and environment and ask whether the candidate can work within those parameters. C. Explain that there are no promotional possibilities; the job is very boring and the turnover is high. D. Ask for examples of different call centers the candidate has contacted on a personal basis to get a better understanding of his or her experience. What is the best solution the HR manager can suggest to address turnover? A. Survey the employees to determine if on-site day care is of interest to permit working parents to bring their children to work. B. Create a new career path within the organizational structure that will give the employees opportunities for promotion and develop them into future supervisors. C. Rotate employees on different shifts so they will be able to work with other team members and will not become bored. D. The HR manager really can't offer creative solutions that will reduce turnover; therefore, the manager should focus on recruiting new talent. How might the HR manager quickly address compensation to assist with retention? A. Increase the opportunity for telecommuting for all employees at all times. B. Based on local regulations, award premium pay for evening, holiday, and long hours. C. Outsource the entire call center to save costs to the business. D. Hire temporary workers to fill the gap in the short term. How should the HR manager respond to the report about the contract recruiter's relationship with the call center manager? A. Ask the contract recruiter what information is being shared at home. B. Do a follow-up exit interview with all employees who left during the past year asking how they found their new positions. C. Have the IT department monitor the contract recruiter's computer to audit the recruiter's work activity and confirm that it's not for another organization. D. Talk with the contract recruiter and share that the company is aware of the personal relationship that creates a conflict of interest. Item ls1-7-4ac Rationale B is the best answer. It is important to understand the terms and conditions of the recruiting firm's contract prior to taking any action. Item ls1-7-4bc Rationale A is the best response. Understanding the job qualifications and requirements is important prior to candidate selection to ensure
a fair and objective interview process. Item ls1-7-4dc Rationale B is the best response. Introducing supervisor roles would respond to the employee comments that there is no room for advancement and would motivate employees to grow into new tasks, which also addresses the feedback about the work being tedious. Item ls1-7-4ec Rationale B is the best response, as it is immediate. Premium pay for additional hours worked may be awarded depending on country or
local laws and regulations. Item ls1-7-4fc Rationale D is the best response. The personal relationship between the contract recruiter and the call center manager is a conflict of interest and should be addressed immediately. Refer to the following scenario for the next 4 questions. A. Proceed with the next step in the disciplinary process, termination, but do not share the employee's allegations. B. Explain to the supervisor that she is busy this week but will help her with the request next week. C. Meet the supervisor halfway in her request and suspend the employee until more information is obtained. D. Tell the supervisor that allegations have been made by the employee and HR must wait for the outcome of the investigation. What corrective action should the HR manager recommend be taken in reference to the patient information included by mistake in the physician's notes? A. Hold the information in a special file so it will be readily accessible if needed in the future. B. Report to the physician that health information was inappropriately disclosed and request an amended report. C. Include the information in the investigation, as it is critical to the investigation's outcome. D. Send a copy of the note to the physician's office and request that they be careful next time. Three employees have now come forward indicating that if they are forced to work with the employee making the accusations, they will quit. What is the best first step the HR manager should take to
prevent this from happening? A. Ask specific questions of the three employees to determine if investigating their concerns is warranted. B. Send the employees back to work, as the employees have no right to threaten that they will resign. C. Agree with the employees and advise them that the employee making the accusations will be soon be terminated. D. Tell the employees about the issues going on and suggest that the concerns are due to the employee's medical condition. What approach should the HR manager take to address the supervisor's outburst during the initial conversation? A. Immediately send her home for the rest of the day because of the inappropriate actions. B. Follow the supervisor and confront her promptly about her outburst. C. Arrange to meet with the supervisor at a later time and in private to address her outburst. D. Ignore the supervisor's reaction, attributing it to stress from the situation. Item ls1-8-2bc Rationale D is the best response, as the manager is being transparent with the supervisor as to why termination would not be the best approach to take. It is HR's ethical and legal responsibility to investigate these charges before terminating the employee, even for documented performance issues. Termination at this point would also make the employer vulnerable to charges of retaliation. Item ls1-8-2cc Rationale B is the best response, as it not only removes the information from the possession of the company but also allows for the health-care provider to be aware of
their mistake and to correct future deficiencies in safeguarding patient information. Item ls1-8-2dc Rationale A is the best response, as the manager needs to understand whether there are issues to investigate or if the issues are indeed with the employee making the accusations. Without the additional information, the manager will not be able to effectively resolve any conflicts in the workplace. Item ls1-8-2ec Rationale C is the best response, as the manager needs to address the interaction with the
supervisor in a private manner. Given the supervisor's behavior, the manager should most likely let the supervisor collect herself and then address the behavior in private, outlining the specific ways the supervisor should have behaved. Identify risks, develop plan, test and drill, evaluate. Item lsna-19-249 Rationale The basic steps in planning to respond to a crisis are identifying and analyzing risks (e.g., a pandemic), planning to manage the possible outcomes if the risk event occurs (e.g., cross-training and remote work procedures), testing and drilling (e.g., a table-top exercise in which a department's plan is "invoked" and examined for effectiveness, thoroughness, and employee understanding), and evaluation of the plan to improve its effectiveness and applicability to emerging threats). To encourage a move away
from identity groups to a more conceptual perspective of diversity, Gardenswartz and Rowe discuss which four dimensions of diversity? Global, national, community, and family Gender, race, ethnicity, and religion Society, community, family, and personality Organizational, external, internal, and personality What is the first action for HR to take to begin to support this business initiative?What is the first action for HR to take to begin to support this business initiative? Review all of the job descriptions, current salaries and benefits, and existing policies to support the initiative.
Which approach should HR take first to encourage better alignment between the organization and the employees in order for them to accept and sustain the new pay system?Which approach should HR take first to encourage better alignment between the organization and the employees in order for them to accept and sustain the new pay system? Identify organizational and departmental goals, specific employee performance and behaviors, and meaningful metrics.
Which is the best first step for the VP of HR to take to assist in preparing a new workforce strategy?Initiate an assessment of the HR function to include internal and external considerations. A SWOT analysis would be the best starting point for the HR director to better understand the present state and to determine the structure and HR resources needed to support the organization now and in the future.
Which is the best first step in preparing for an HR audit?Determine the scope: The first step of conducting an HR audit is to determine the scope of the audit. If an HR audit has never been conducted, a comprehensive review of all policies and procedures is recommended.
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