Question 1

Which best describes the impact of an organization having both a code of conduct and a compliance program?

Options :

A : The compliance program ensures understanding and adherence to the code of conduct.

B : The code of conduct and the compliance program both address ethical and legal issues.

C : The code of conduct and the compliance program determine appropriate punishments for infractions made by employees only.

D : The code of conduct is for management; the compliance program is for employees.

Answer: A

Question 2

A U.S. engineering firm has recently merged with an international company. With the change in leadership, management is worried that employees will begin leaving the organization. As HR prepares managers for their new international roles, what should HR recommend management focus on to have the greatest impact on employee retention?

Options :

A : Customer-employee relationships by hosting a customer appreciation day

B : Manager-employee relationships by working with each employee to understand his or her role

C :

Government-employee relationships by hosting a conference with international employment expertise

D : Employee-employee relationships through off-site team-building events

Answer: B

Question 3

The president of a global automotive business headquartered in the U.S. is conducting annual global all-employee meetings. The president travels with the executive staff, which includes the chief financial officer (CFO), the chief HR officer (CHRO), and the chief technology officer (CTO), to all the factories around the world to deliver key messages to the employees.

The employees gather in large meeting rooms for the presentations, which focus mainly on successes from the past year and priorities for the new year, followed by a question-and-answer session. The president delivers most of the presentation, the CHRO presents on employee engagement and development initiatives, the CFO presents on the financials, and the others participate in the question-and-answer session.

Within a two-week period, they travel to meetings in China, Malaysia, Ireland, and several large U.S. sites. In addition to the presentations at each site, they take facility tours and have one-on-one meetings with front-line employees of their functional organizations and with key talent while they are on site. It is a rigorous schedule, but it is very important to the president, who is committed to building a strong global team and organization.

Midway through the first week of the global trip, during the all-employee meeting in Ireland, the CHRO notices that the president is using a lot of U.S. college sports analogies in the presentation. What recommendation should the CHRO immediately provide to the president regarding the use of U.S. college sports analogies?

Options :

A : Intervene casually with a joke about it to subtly give feedback to the president.

B : Make a note to schedule cross-cultural awareness training for the president and other executives.

C : After this presentation, provide feedback in private to increase the president-s cross-cultural awareness.

D : Ignore it. The U.S. and Irish cultures are very similar, so it should be fine.

Answer: C

Question 4

An organization has announced that no salary increases above 1.5% will be allowed and budgets should be set accordingly. What would be a likely impact on HR's budget?

Options :

A : Increased budget for additional benefit programs

B : Reduced HR head count and internal HR development

C : Postponement of employee online self-service center

D : Decreased recruiting and hiring costs

Answer: A

Question 5

A vice president of HR recently completed a SWOT assessment for the organization's CEO. A major part of her conclusions is that employee morale is at a crisis point. The last employee engagement survey was conducted four years ago, with negative feedback in all areas, particularly about trust and respect for supervisors and management.Employees did give high marks to the company's senior management, especially the CEO, who employees feel is an inspiring, visionary leader who sincerely cares about them. The vice president decides that the best way to improve morale and employee relations throughout the company is to administer a new employee engagement survey and use the previous results as a baseline for data comparisons to assess changes. The CEO supports the action plan.The vice president is presenting the new employee engagement survey at the leadership team meeting. Within three minutes of beginning the presentation, the chief information officer (CIO) interrupts and says, "I wasn't even here four years ago. Why do we care about the old results now?" How should the vice president respond?

Options :

A : Ask how many other department heads were not with the company at the time of the last survey.

B : Recognize the CIO-s feedback as valid and provide the percentage of people who were not with the organization four years ago. Indicate that because it is the same company, the data of four years ago is a valid baseline for comparison.

C : Collect all the results from the old survey, thank the CIO for the comment, and state that given the age of the prior results there is no point in using that data now.

D : Respectfully thank the CIO for the observation, and express that this has already been considered by the HR department in developing the survey rollout plans, which will not change.

Answer: B

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