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

1. The CHRO studies recent exit interviews and conducts a series of stay interviews that all point to a lack of management support. She is convinced that the managers would benefit from training but heard that the CEO does not want to spend money on training and development initiatives. What could the CHRO do to address the problems?

A) Develop a cost-efficient employee engagement initiative to address low employee morale.
B) Use the data and insights gained to present a business case to the CEO indicating theimportance of investing in managerial training and development
C) Research literature on management best practices, provide it to the managers, andencourage them to study the material.
D) Meet with managers one-on-one to review the company s performance managementprocess.

2. A company has grown into a midsize organization and has retained its legacy staff throughout the years.
Hiring has increased introducing a new demographic landscape and disrupting employee morale. Which is the most effective solution for the HR director to recommend?

A) Establish an intergenerational mentoring program to increase collaboration.
B) Evaluate training and development opportunities for employees with outdated skills.
C) Conduct a job analysis evaluating whether employees remain qualified for jobs.
D) Offer longer-tenured employees early retirement packages comparable with the market.

3. A large retail company opens a distribution center directly across the street from a small competing firm's distribution center and posts a sign advertising open entry-level positions. The plant manager of the small firm notices that the sign indicates the advertised salary is higher than what the firm pays its entry-level employees.
The plant manager is concerned employees will leave the firm to seek work at the competing company. The plant manager notifies the HR manager of the pay differences and requests immediate pay matching for all entry-level employees. The HR manager sets up a meeting with the plant manager, compensation manager, and HR business partner to discuss the issue. They decide to increase base pay to match the competitor's base pay but only for a subset of entry-level roles identified as critical. They also decide to put the pay increase into effect immediately, and the HR manager agrees to monitor the situation over the next three months.
How should the HR manager analyze the impact of the pay increase on entry-level employees over the three-month period?

A) Administer a job satisfaction survey to compare responses of employees who satisfy their pay and those who did not.
B) Set up interviews with entry-level employees to identity factors responsible for the retention of current employees.
C) Track online reviews about the company by employees and candidates.
D) Track whether conversion rates from applicant to employee increase for entry-level positions.

4. An employee has successfully passed the training and is getting ready for his new role as assistant store manager. He meets with his mentor to get advice on how to lead the team of the new store he has been assigned to. The mentor knows the team well as he previously managed that exact location. What advice can the mentor give when asked by the mentee how he should approach his new employees?

A) The mentor should review situational leadership theories with the mentee to prepare himfor his new leadership role.
B) Because the mentor has in-depth knowledge of the particular store, he should pass as muchknowledge as possible on to the new assistant manager.
C) Because the mentee has completed the training program, the formal mentorshiprelationship is ending. Therefore, the mentor should spend the last meeting celebrating thepromotion and closing the mentoring relationship.
D) The mentor should ask the mentee to take the employees, perspective, and think about howhe would want a new assistant manager to approach him.

5. How would you appeal to senior finance leadership and convince them of the importance of this program?

A) Put together a succinct, finance-centered document with the total budget needed, how thebudget will be spent, the expected impacts on employee retention, and in turn, cost savings.
B) Put together a comprehensive document that defines eligibility requirements, high-potential employees who may participate, a timeline, marketing material, and acommunication plan.
C) Give a presentation to the senior finance leadership, and give several case studies of otherorganizations that had success with mentoring programs. Explain the employee morale-boosting benefits, and answer any questions they have.
D) Start a six-month pilot program, which costs much less than the full program, and hope thatits success will justify the money spent thus far.

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