最新の2025年06月16日試験エンジン練習問題SHRM-SCP最新の有効問題集を提供中です [Q90-Q115]

最新の2025年06月16日試験エンジン練習問題SHRM-SCP最新の有効問題集を提供中です

試験解答はSHRM-SCP最新版テストエンジンをタダで提供します

質問 # 90
What are the three components of sustainability?

• A. Resources, infrastructure, production
• B. Social, economic, environmental
• C. Local, regional, international
• D. Equality, justice, ethics

正解：B

解説：
There are three main parts of sustainability: social, economic, and environmental. The social aspect addresses social inequalities and advocates for the fair treatment of all individuals.
The economic aspect focuses on how to operate a business and use resources conscientiously to achieve prof its. The environmental aspect addresses the consequences of one's actions on the environment, to include climate change.

質問 # 91
The executive leadership team at a global IT company with over 300,000 employees in 140 countries decides they want more information about the state of the talent at the organization. They are concerned that they do not have enough insight about the talent pool across the organization. This has prevented HR from identifying and planning for retention risks and has caused delays in filling critical positions. Additionally, leaders across the organization lack an effective way to identify the best staff for their teams and must rely on recommendations from others. The VP of HR is asked to identify a talent management software solution and oversee its companywide implementation.
Which action should the VP of HR take first to identify a talent management software solution?

• A. Conduct a needs analysis to understand the requirements needed to address the current risks.
• B. Contact colleagues at similar organizations to ask which software solution they use.
• C. Ask the IT department for information related to the technological constraints of the organization.
• D. Determine the budget available for the purchase and implementation of the software system.

正解：A

解説：
* Identifying Requirements: Conducting a needs analysis helps to clearly identify the specific requirements and challenges that the talent management software needs to address, ensuring the chosen solution is fit for purpose.
* Risk Mitigation: Understanding the current risks and needs allows for the selection of software that specifically addresses these issues, reducing the likelihood of future problems and ensuring a better return on investment.
* Informed Decision-Making: This approach provides a solid foundation of data and insights, enabling more informed and strategic decision-making when selecting the software solution.
* Alignment with Objectives: A thorough needs analysis ensures that the selected software aligns with the organization's broader talent management objectives and strategies, leading to more effective and efficient use of the tool.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on needs analysis and software selection

質問 # 92
What is the practice of storing, managing, and processing data in remote, Internet-based servers commonly referred to?

• A. Locally hosted computing
• B. E-commerce
• C. Cloud computing
• D. Sof tware as a Service (SaaS)

正解：C

解説：
Cloud commuting is a practice of storing, managing, and processing data in remote servers rather than a locally hosted server.

質問 # 93
Bus driver A, whose personality is to operate very much by the book, always sticks to the exact bus schedule. Bus driver B, who is known to be more of a free spirit, keeps his bus going with the flow, of ten ends up well ahead of schedule, and occasionally overtakes the other shuttles. This leads to regular conflict between the two drivers. Bus driver A decides to report the situation to the HR generalist. What should she do?

• A. Observe both bus drivers by spending time riding on each of the buses.
• B. Prepare a written warning for the bus driver not following the exact bus schedule.
• C. Arrange a meeting with both bus drivers to facilitate communication.
• D. Collect data on customer satisfaction regarding their shuttle service.

正解：B

解説：
The HR generalist displays the relationship management competency by mediating between the two bus drivers and guiding them to find a solution to their disagreement Instead of imposing a solution, the HR generalist allows the employees to come to one on their own, helping them gain a better understanding of their coworker's perspective. This understanding will lead to better collaboration in the long term.

質問 # 94
What is the MOST significant reason why a company would want to invest in leadership development and succession planning?

• A. A competitive labor market makes it difficult to hire leaders externally.
• B. Employees are more likely to meet and exceed performance expectations.
• C. Sharing leadership responsibilities allows companies to succeed in a rapidly changingenvironment.
• D. It results in higher employee engagement and lower turnover.

正解：A

解説：
Succession planning and leadership development are imperative because the environment in which organizations operate changes rapidly. Shared leadership, in contrast to having single leaders, allows for quicker and more efficient responses to external change.

質問 # 95
How is an organization's vision statement different from the mission statement?

• A. It is forward looking and higher level, describing the organization,s strategic direction.
• B. It is a set of core principles that guides the organization,s decision-making.
• C. It is more specific, describing how business is conducted.
• D. It remains constant throughout the organization,s life cycle.

正解：A

解説：
A vision statement should be a spirational and strategic, describing where the organization wants to be in the future and how they plan to achieve that goal.

質問 # 96
At an organization positioned for substantial growth, the HR leader is evaluating whether to outsource several HR functions. Which question should the HR leader first consider in the evaluation process?

• A. Will the cost of outsourcing HR functions provide a measurable return to the bottom line?
• B. Could the transition to outsourcing create substantial disruption of work on current projects?
• C. How could outsourcing help the organization best manage HR service delivery levels?
• D. Will the vendor provide consistent service and ensure regulatory obligations are met?

正解：C

解説：
When considering outsourcing HR functions, it is crucial to evaluate how outsourcing can improve HR service delivery. This involves assessing the potential benefits, such as increased efficiency, access to specialized expertise, and the ability to focus on core business activities. Understanding how outsourcing can enhance HR service delivery will help the organization make informed decisions about which functions to outsource and to what extent.
References:
* SHRM Outsourcing HR Functions
* SHRM Learning System for SHRM-SCP

質問 # 97
How would you respond to the CEO?

• A. Explain that you will be looking into this further by conducting an audit of all HR processes and protocols to see what needs to be improved.
• B. Based on the results Ws clear that your HR staff needs to work on their customer service skills-tell the CEO that you,ll be mandating customer service training for all HR staff immediately.
• C. Explain that although unfortunate, this is a common response from employees when asked how they feel about human resources (HR). HR,s role is to be an enforcer of laws and policies, and that is usually not well received.
• D. Tell the CEO that you will be issuing another company-wide survey, this time it will be regarding only HR internal services to identify the exact source of dissatisfaction.

正解：A

解説：
In this instance, you should gather more information before instituting a plan of action. The cause of the poor ratings could be anything from bad internal customer service to inefficient processes. Another survey would probably give employees survey fatigue, so it's best to launch an internal audit.

質問 # 98
A start-up company specializing in technology is acquired by a larger international organization located in a foreign country. Following the acquisition, a manager from the international company schedules a virtual social hour so employees on the manager's team can bond outside of work hours. During the virtual social hour, employees from the start-up experience difficulties understanding the international employees due to language barriers. An employee from the start-up writes an inappropriate comment making fun of how the international employees speak intending to send it to a co-worker but accidentally sends the message to the whole team. The manager reports the employee's behavior to an HR specialist, who documents the incident. A few weeks later the HR specialist receives an email from the employee who sent the message indicating that the employee's manager is acting hostile toward the employee, and the employee's manager mentioned that the international company should never have acquired the start-up.
The HR specialist is concerned the manager's negative comment about the acquisition will lead to other employees having negative opinions about the acquisition. Which action should the HR specialist take to address this concern?

• A. Inform senior leadership that managers are sharing negative comments about the acquisition.
• B. Coach the manager regarding effective communication options.
• C. Suggest that any employees who are anxious about the acquisition talk to HR about their concerns.
• D. Ask the manager how many others saw the comment to understand how disruptive the comment might be.

正解：B

解説：
To address the concern about the manager's negative comment affecting other employees' opinions about the acquisition, the HR specialist should:
* Effective Communication Training: Coach the manager on effective communication strategies. This includes how to express concerns constructively and the impact of their words on team morale and organizational culture.
* Promoting Positive Culture: Emphasize the importance of maintaining a positive outlook and how negative comments can undermine team cohesion and trust in leadership.
* Leadership Accountability: Ensure that the manager understands their role in shaping employee perceptions and attitudes, especially during times of change like an acquisition.
* Monitoring and Feedback: Establish a mechanism for ongoing feedback and monitoring to ensure that the manager implements the coaching advice and improves their communication approach.
Coaching the manager aligns with SHRM's best practices for leadership development and effective communication, fostering a more supportive and cohesive workplace during organizational changes.

質問 # 99
Which of the following workplace behaviors is most likely to be reduced as a result of building diverse teams?

• A. Collaboration
• B. Trust
• C. Groupthink
• D. Conflict

正解：B

解説：
Groupthink is a group behavior trend in which a group's members speak and behave in ways that preserve social cohesion over production and outcomes; the team functions well together but may not have the most effective or creative outputs. Trust (B) in the workplace can be complex to manage and may increase or decrease depending on the communication that accompanies team building and operations. Conflict (A) in the workplace is likely to increase with an influx of differing perspectives and experiences, but if appropriately managed, collaboration (D) can be the conflict style that experiences the greatest increase. Collaboration in the workplace also depends on high levels of trust and creative thinking to design new solutions and create new value.

質問 # 100
How would you go about preventing this from happening in the future?

• A. In new hire orientation, conduct ethics training and threaten criminal prosecution if an employee is caught stealing.
• B. Remove the temptation-request that customers secure their valuables prior to a visit from one of your employees.
• C. Conduct a thorough background check before hiring, and reject anyone with a criminal record.
• D. Pair up employees who visit customer homes so that they can hold each other accountable.

正解：A

解説：
Pairing up employees when they visit customers' homes is a creative solution that would provide a safer situation for everyone-customers and employees. It is unwise to make a uniform disqualification for anyone who has a criminal record as this can result in disparate impact.
Although it is a good idea to inform new hires of the organization's expectations when it comes to ethics, threatening criminal prosecution is not exactly a warm welcome! Last, telling customers to secure their valuables prior to a visit conveys that they should not trust the employee visiting the home, which may have a negative impact on future business.

質問 # 101
An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.
News about the layoffs is mistakenly revealed before an official announcement is made, leaving the employees feeling betrayed and distrustful of HR. At the upcoming all-employee meeting, what should the HR director focus on to rebuild employee trust?

• A. Admitting that a mistake was made and that communicating layoffs was supposed to be done differently.
• B. Explaining the change in the businesses strategic direction that led to the decision to initiate layoffs.
• C. Assuring the employees that regular updates about the layoffs will be provided in the future.
• D. Explaining the best parts of the severance package that will be offered to the employees who are laid off.

正解：A

解説：
* Acknowledging the Mistake: Start by admitting the error in how the layoff information was prematurely disclosed. Transparency about the mistake helps in rebuilding trust and shows that HR is accountable for its actions.
* Apology and Empathy: Offer a sincere apology to the employees for the premature disclosure and the stress it caused. Express empathy for the impact this has had on them and their families.
* Clarifying the Process: Explain how the layoffs were supposed to be communicated and the steps that were planned to ensure a smooth and respectful process. This helps employees understand that there was a thoughtful plan in place.
* Future Communication: Assure employees that HR will provide regular updates about the layoffs moving forward. This ongoing communication demonstrates a commitment to keeping employees informed and involved.
* Support and Resources: Highlight the support resources available to employees affected by the layoffs, including severance packages, career counseling, and job placement assistance.
This approach aligns with SHRM's best practices for transparent communication, empathy in leadership, and maintaining trust during organizational changes.

質問 # 102
Before recommending an additional round of companywide raises, which of the following steps would be most effective at addressing compensation criticisms and the lack of trust in company leadership?

• A. Review benefits and how they compare to market standards in relation to what theworkforce actually uses.
• B. Propose an expanded C-suite to include a chief human resources of ther who is best suitedto build the trust of the workforce.
• C. Conduct a pay audit and publicize the results and any proposed follow-up action.
• D. Design a pay-for-performance model of compensation to improve the work-to-rewardvisibility.

正解：C

解説：
Pay audits assess the actual compensation rates of employees in comparison to each other and to their worth to the company. Pay audits can be an incredibly useful tool to root out disparate treatment or disparate impact in compensation practices. This data can then be used to right any wrongs that may be occurring across the organization rather than raising pay rates across-the- board. By publicizing the data, the company is displaying the transparency in operations that is critical when building trust with the workforce. A benefits review (C) or performance-pay adjustments (B) may end up being productive steps forward but conducting a pay audit first will more directly address the root of complaints about compensation practices. Expanding the C-suite to include the HR function (A) at the top levels of leadership may assist in long-term human management operations; however, this could also cause tension in the short term if the company is trying to expand the reach of leadership while the leadership is already considered untrustvcorthy.

質問 # 103
The hiring practices of a company include fully screening prospective employees prior to a job offer, which is then unconditional. A new HR manager wants to instead begin extending conditional offers. Which reason best illustrates an advantage of extending conditional offers from the company's perspective?

• A. Extending a conditional offer shows interest in the candidate more quickly.
• B. A candidate can be onboarded more quickly when a conditional offer is extended.
• C. There is immunity from a discrimination standpoint when a conditional offer is withdrawn.
• D. A conditional job offer shows greater interest by the company.

正解：C

解説：
Extending a conditional job offer allows the company to set specific conditions that must be met before the offer becomes final, such as background checks, drug tests, or reference checks. If these conditions are not met, the offer can be withdrawn without the company facing discrimination claims. This provides the company with a level of legal protection and ensures that all necessary checks are completed before the employee begins work.
References:
* SHRM Talent Acquisition Strategies
* SHRM Learning System for SHRM-SCP

質問 # 104
A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
Some members of the leadership team provide the HRBP with a list of employees that they think would be good participants for the focus groups. These leaders are adamant that the HRBP should draw participants from the list. Which action should the HRBP take?

• A. Inform the leaders that HR will follow best practices when selecting focus group participants.
• B. Explain to the leaders why using only employees from the list might exclude important perspectives.
• C. Conduct one focus group with the recommended employees and one with randomly selected employees.
• D. Remind the leaders that the operations VP asked the HRBP to lead the project.

正解：B

解説：
The HRBP should aim to include a diverse range of perspectives to get a comprehensive understanding of the organizational culture. Here's why this approach is best:
* Inclusivity and Representation: Explaining to the leaders that limiting participants to their recommended list might exclude important perspectives can help ensure that the focus groups are representative of the entire organization, leading to more accurate and actionable insights.
* Best Practices in Data Collection: By following best practices, which include selecting a diverse and random sample of employees, the HRBP can gather more reliable and unbiased data, crucial for effective culture

質問 # 105
An HR department at a midsize company hosts regular manager meetings to provide updates regarding company structure practices, and policies. During the recent meeting, the HR director notified all managers of the company's new code of conduct policy and plans for an upcoming training about the policy. The policy explicitly states that managers must not form personal relationships with their direct reports. The HR director explains that the policy was created because concerns about fairness related to promotions and rumors about favoritism were beginning to cause conflict within some departments. Some of the managers express that training is not necessary, but they all agree to attend it. A few days after the training, the HR director receives a complaint from an HR employee who claims to have seen a manager and one of the manager's direct reports at a restaurant. The HR director was already concerned about this manager's judgment because the manager approved a promotion for the same direct report even though the direct report has documented performance-related issues. The HR director discusses the issue with the manager. In response, the manager criticizes the new policy and insists the relationship did not impact the direct report's promotion recommendation. The manager also states that the training was unclear and that other managers have the same opinion.
Which action should the HR director take first to reduce favoritism from managers when making promotion decisions in the future?

• A. Collaborate with managers to develop objective criteria for promotion decisions.
• B. Hire an external consultant to further tram managers on the code of conduct and ethical practice.
• C. Mandate that managers provide comprehensive justification for promotion.
• D. Remind managers in writing of the company's expectations for fair employee treatment.

正解：A

解説：
* Objective Criteria: Developing clear, objective criteria for promotions helps eliminate bias and favoritism, ensuring that decisions are based on merit and performance rather than personal relationships.
* Manager Involvement: Collaborating with managers in this process increases buy-in and ensures that the criteria are relevant and applicable to various roles within the organization.
* Consistency: Objective criteria provide a consistent framework for evaluating all employees, promoting fairness and transparency in promotion decisions.
* Training and Communication: Once the criteria are developed, HR can train managers on how to apply them effectively and communicate the criteria to all employees to ensure understanding and alignment.
References:
* SHRM, "Developing Fair and Objective Promotion Criteria," available at SHRM.org.
* SHRM, "Ensuring Fairness and Transparency in Promotion Decisions," available at SHRM.org.

質問 # 106
In one of the warehouses of a retail company, several international employees complain to HR that the warehouse manager has forbidden them from speaking in their native language in the workplace. The HR manager speaks with the warehouse manager, who says there have been several reports that the international employees only interact with each other and they have difficulty conversing with the local employees due to language barriers. The HR manager also learns that the international employees can speak the primary language used in the company well enough to understand instructions from their supervisors. Fortunately, there have been no incidents of safety issues where language has been a barrier between local and international employees. However, senior management believes there is a lack of rapport between local and international employees and instructs the HR manager to resolve the issue.
Senior management asks the HR manager to investigate whether other warehouse locations face similar issues between local and international employees. Which approach should the HR manager take to gather the most accurate information?

• A. Review safety incident logs in warehouses with the most diversity in the languages spoken.
• B. Host a meeting for employees to publicly raise concerns about language barriers in the workplace.
• C. Conduct a virtual focus group with a representative number of warehouse employees across the country.
• D. Request that employees at all warehouse locations take a survey about their relationships with co-workers.

正解：C

解説：
* Virtual Focus Groups:
* Inclusivity: This method allows for participation from a representative number of employees across different warehouse locations, ensuring diverse perspectives are included.
* Depth of Insight: Focus groups provide an opportunity for employees to discuss their experiences in detail, offering qualitative data that can reveal underlying issues and attitudes.

質問 # 107
Which recruitment metric is determined by examining communication effectiveness, ability to motivate others, leadership ability, cultural fit, and an individual's performance for two or three years?

• A. Hiring manager's overall satisfaction
• B. Quality of hire
• C. New-hire retention
• D. Yield rate

正解：B

解説：
Quality of hire is a metric that measures the value a new hire brings to the organization. It assesses various factors such as communication effectiveness, ability to motivate others, leadership ability, cultural fit, and an individual's performance over a period, typically two or three years. This metric goes beyond the initial hiring process to evaluate how well the new hire performs and integrates into the company in the long term. It is crucial for understanding the return on investment in the recruitment process and ensuring that the right candidates are being selected.
References:
* SHRM Body of Competency & Knowledge (BoCK)
* SHRM Learning System for SHRM-SCP

質問 # 108
The HR team checks in with the different sales teams to gather feedback on implemented changes as a result of the expansion efforts. Although most teams give positive feedback, one team displays low employee morale. To find out more, the HR team conducts interviews with representatives from this team. They find out that the sales team manager of ten makes inappropriate comments and derogatory remarks about older employees. The HR business partner reports these findings to the head of sales. In their discussion, the head of sales urges the HR business partner to not upset the team manager because he has close relationships with major accounts that the company cannot afford to lose. What should the HR business partner do next?

• A. Provide coaching and training to the manager to improve his communication andleadership style.
• B. Report the findings to the CEO, conduct an investigation, and take the necessary steps tostop the manager,s behavior.
• C. Recommend hiring additional sales staff to decrease stress and pressure on the team.
• D. Keep a close eye on the manager to see if further incidences occur.

正解：B

解説：
The HR business partner displays the ethical practice competency by reporting and investigating the accusations right away. Unethical behavior and inappropriate comments can damage the company s reputation, result in employees leaving the organization, and lead to costly legal ramifications. Even though the head of sales is hesitant to address the issue, the HR business partner does the right thing by stopping the inappropriate behavior.

質問 # 109
Which of the following elements is the most critical when establishing an organizational diversity, equity, and inclusion (DE&I) strategy?

• A. Training and development
• B. Employee survey data
• C. Budgetary allocations
• D. Leadership buy-in

正解：A

解説：
Each of the listed elements are important to a successful DE&I strategy, but leadership buy-in is one of the essential first steps. It will lead to the effective collection and use of employee survey data (A), appropriate financial resources to fund action steps (C), and impactful training and development (D) opportunities. Leadership buy-in serves as both a practical step to secure tangible support for financial and personnel-driven resources and as a cornerstone for the more intangible support elements such as trust-building and role modeling across an organization.

質問 # 110
The president of a large company is planning to retire soon. The president has been with the company for 40 years, the longest tenure of any employee in the company, and has been president for the last 10 years. In addition to replacing its top leader, the company is also in the midst of conducting strategic planning for the next three years. The HR director has been placed in charge of overseeing the selection and transition process for the new president and has organized a search committee consisting of external board members. The search committee has identified three internal candidates for the position and must move forward with the process of selecting one to be president.
Senior leaders at the company have learned of the upcoming transition and the identity of the candidates. What should the HR director do to ensure the senior leaders stay with the company even if their favored candidate is not selected for the job?

• A. Advise the new president to meet with each senior leader individually.
• B. Implement a profit-sharing program that applies to all senior leaders.
• C. Allow all senior leaders to have a vote in the final selection decision.
• D. Hold town hall meetings with the new president for senior leaders to express their concerns.

正解：A

解説：
* Personal Engagement:
* Building Relationships: Individual meetings help the new president build personal relationships with senior leaders, fostering trust and collaboration.
* Addressing Concerns: These meetings provide an opportunity for senior leaders to express their concerns and for the new president to address them directly.

質問 # 111
An HR director wants to show the leadership team how HR promotes the goals and values of the organization.
Which would be the most effective strategy to demonstrate this?

• A. Report the number of hires the HR department achieved in the last quarter.
• B. Create an organizational chart identifying key HR roles.
• C. Show the turnover rate of employees over the past year.
• D. Develop an HR mission statement that mirrors that of the company.

正解：D

解説：
* Mission Alignment:
* Consistency: Developing an HR mission statement that mirrors the company's mission ensures that HR goals and initiatives are aligned with the overall organizational objectives.
* Clarity: A clear mission statement helps to articulate how HR contributes to achieving the company's goals.

質問 # 112
What design structure allows an organization to capitalize on existing expertise across different departments as opposed to seeking external skilled resources?

• A. Functional
• B. Hollow
• C. Matrix
• D. Divisional

正解：C

質問 # 113
Why are human resource representatives generally excluded from bargaining unit representation?

• A. They are responsible for defining organizational policies that may conflict with collectivebargaining agreements (CBAs).
• B. They of ten oversee the work of others in a supervisory capacity.
• C. They are responsible for enforcing the provisions of the CBAs and policies.
• D. They act as an advisor and/or representative of management during collective bargaining.

正解：B

解説：
Human resources is usually in the role of preparing for, and participating in, collective bargaining. This falls under the "confidential employee" exemption with the National Labor Relations Act (NLRA).

質問 # 114
A compensation philosophy is influenced by many factors. Which factor should have the LEAST amount of impact when defining an organization's compensation philosophy?

• A. Availability of talent in the market
• B. Number of employees in the organization
• C. Current employee expectations
• D. Industry in which the organization works

正解：C

解説：
Current employee expectations should not be a driving factor when defining an organization's compensation philosophy. Although it is important to pay a fair and equitable amount for the work being performed, employee expectations are of ten higher than the wage commensurate with the work performed.

質問 # 115
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