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

According to the Equal Pay Act of 1963, which working condition requires equal pay?

Options:

Separate first-shift production lines

Varied geographic locations

Different production levels

Shifts on different days of the week

Question 3

A new HR director is hired into the HR department of one at a midsize, engineering company. The HR director immediately notices that, unlike all other major departments, HR is never invited to any important meetings, or involved in strategic discussions. The president of the company sees the sole use of an HR department as meeting legal requirements and the core duties of the HR director are to onboard new employees, help them complete their paperwork and address employee complaints. The HR director sees several areas where HR can add value to the company such as improving employee engagement, automating various HR systems, and introducing a performance review process. The HR director recognizes that the company needs one to two additional HR employees to truly be able to implement these important initiatives. When the HR director asks the president about the possibility of hiring two new HR employees, the president laughs and replies that one HR employee is costing the company more than enough.

A recently hired female engineer submits an HR complaint saying that she is not given the most visible opportunities despite her being one of the most experienced engineers at the company. After confirming that this is happening what should the HR director do in response?

Options:

Meet with the employee's manager to develop a career plan to provide more visible opportunities for the employee.

Develop an equal opportunity statement and email it to all employees.

Make the engineer's manager aware of the bias and require diversity training for the team.

Form a women's mentoring group within the company.

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