SHRM SHRM-SCP Study & Exam Dumps 2025

SHRM Senior Certified Professional Questions and Answers

Question 1

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?

Options:

Set up interviews with entry-level employees to identity factors responsible for the retention of current employees.

Track whether conversion rates from applicant to employee increase for entry-level positions.

Track online reviews about the company by employees and candidates.

Administer a job satisfaction survey to compare responses of employees who satisfy their pay and those who did not.

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Answer:

Explanation:

Administer a Job Satisfaction Survey:

Purpose: To gather data directly from employees about their satisfaction levels with the new pay increase.

Survey Design: Develop a survey with questions focused on job satisfaction, including specific items about pay satisfaction, motivation, and intention to stay with the company.

Comparison: Compare the responses of employees who received the pay increase with those who did not to determine the impact of the pay increase on their overall job satisfaction.

[Reference: According to SHRM guidelines, job satisfaction surveys are a reliable method to measure employee attitudes and can provide insight into the effectiveness of compensation strategies (SHRM, Managing Employee Engagement During Times of Change)., Monitor Turnover Rates:, Data Collection: Track the turnover rates of entry-level employees over the three-month period., Analysis: Compare the turnover rates before and after the pay increase to identify any changes., Reference: SHRM emphasizes the importance of tracking turnover as a metric to understand the impact of HR initiatives (SHRM, Workforce Metrics: Turnover)., Track Employee Performance:, Performance Metrics: Assess the performance of entry-level employees before and after the pay increase to see if there is any improvement in productivity or quality of work., Reference: SHRM suggests that performance metrics can indicate how compensation changes impact employee performance (SHRM, Performance Management)., Conduct Stay Interviews:, Interviews: Conduct stay interviews with a sample of entry-level employees to understand why they choose to stay with the company., Insights: Gather qualitative data on the factors that contribute to employee retention, including the impact of the recent pay increase., Reference: Stay interviews are recommended by SHRM as a tool to understand and improve employee retention (SHRM, Employee Retention)., References:, SHRM. (n.d.). Managing Employee Engagement During Times of Change. Society for Human Resource Management., SHRM. (n.d.). Workforce Metrics: Turnover. Society for Human Resource Management., SHRM. (n.d.). Performance Management. Society for Human Resource Management., SHRM. (n.d.). Employee Retention. Society for Human Resource Management., ]

Question 2

A multinational manufacturing firm recently experienced a series of product line defects and supply chain shortages. At the request of the chief operating officer (COO), the firm hires a new VP of operations who worked for the COO at another company for many years. The VP is well known for achieving results quickly and efficiently. During a conference call with the COO and all operations managers, the new VP begins making angry remarks toward the managers because the VP believes they are not responding quickly to questions about the recent problems. When the managers speak the VP responds by criticizing them and speaking with a loud aggressive tone of voice. The COO advises the VP to focus on identifying the root cause of the problem rather than criticizing the managers. In response, the VP accuses the COO of being too lenient on the managers during a period of crisis that requires quick and deliberate action. After the meeting, the managers send a formal letter to the firm's regional HR director describing the VP's behavior and requesting an immediate response.

The regional HR director discovers that the VP's onboarding process was shortened because the firm needed the VP to oversee multiple high-visibility initiatives. What should the regional HR director do to ensure the VP understands the business impact of the company's leadership and culture standards?

Options:

Meet with the VP to review the alignment between the company's standards and the VP's strategic goals.

Ask the VP to provide a detailed summary of the VP's short-term and long-term goals for improving leadership and culture.

Oversee the onboarding process to ensure the VP completes the remaining activities before taking any additional assignments.

Send the VP a brief narrative summary of the company's leadership and culture standards.

Question 3

Which company programs are most effective when developing succession plans?

Options:

Recruiting and feedback

Coaching and development

Mentoring and reorganization

Compensation and benefits

Answer:

Explanation:

 Coaching Programs: Implement coaching programs where experienced leaders provide guidance, feedback, and support to high-potential employees. Coaching helps in developing leadership skills and preparing employees for future leadership roles.

[: SHRM identifies coaching as a key component of effective succession planning, helping to build a strong leadership pipeline.,  Development Opportunities: Offer targeted development programs that focus on building the skills and competencies required for future leadership positions. This can include leadership training, cross-functional projects, and stretch assignments., Reference: SHRM emphasizes the importance of structured development programs in preparing employees for succession and ensuring they have the necessary skills and experience.,  Individual Development Plans (IDPs): Create individualized development plans for employees identified as potential successors. These plans should outline the specific steps and resources needed to achieve their career goals., Reference: According to SHRM, IDPs are essential for providing clear career pathways and ensuring targeted development for succession candidates.,  Continuous Feedback and Assessment: Implement a system of continuous feedback and regular assessments to track progress and make necessary adjustments to development plans., Reference: Ongoing feedback and performance assessments are crucial for effective succession planning, as recommended by SHRM.,  Integration with Talent Management: Ensure that coaching and development programs are integrated with the organization's broader talent management strategy. This ensures alignment with organizational goals and maximizes the impact of succession planning efforts., Reference: SHRM advocates for an integrated approach to talent management and succession planning to create a cohesive and effective leadership development strategy., ]

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