Answers

1.   B. She should exclude her husband’s company from participating in the vendor selection process simply because it may have an appearance of a conflict of interest.

2.   D. Bribery is possible. And it is one of the specific problems a code of ethics will address and caution against. At the least, before approving the transaction, Shimone should investigate the true nature of the payment demand from the foreign government or its representative.

3.   D. Withstanding political pressure from above, and fighting for consistent treatment of management employees who have been accused of similar misbehavior, is the ethical approach to the solution. The company will just have to take its lumps until another key contact can be appointed and learns the job. The loss of new revenue in the process may not be considered.

4.   A. A review of company policy related to falsifying time cards or generally falsifying any records should be undertaken. Then a review of similar cases of friends clocking out for another employee should be made. Once all the background information has been gathered, you can proceed with any appropriate discipline. Assuring that treatment is the same for Jose as it has been for others in similar circumstances will help avoid ethical conflicts or favoritism claims.

5.   C. Requesting feedback from others is a good way to see things through the eyes of other people. Sometimes it is difficult to determine the impact we are having on those we interact with on the job. Asking for feedback is the solution. He can be specific about the type of feedback he wants or can just ask for general observations. He can also increase his personal awareness of his bias trying to break through when he interacts with women.

6.   C. Part of a senior HR professional’s is to keep current on all new HR requirements that may come to influence the workplace. Juanita should accept the responsibility and do her homework. It is a requirement of certification. A is incorrect. If Juanita abandons her role in maintaining current knowledge about HR requirements, she can have no assurance that her organization will be in compliance should that be necessary. It is not just the legal staff that is responsible for tracking such things but also the professional HR staff.

7.   A. Checking for a code-of-conduct policy or a conflict-of-interest policy in your company is always a good idea. If you find one, be guided by its provisions. If you don’t find one, identify the most “common-sense” approach to the question of inclusion/exclusion of the senior vice president in the vendor selection process.

8.   D. Ethical standards are established as much by behavioral examples as by written policy. HR professionals are charged with setting the standard for ethical behavior. Your boss, in this situation, appears to be setting a low standard.

9.   A. If there is a disconnect between policies versus values and strategies, the organization will find it difficult, if not impossible, to demonstrate its values and implement the stated strategies. Having consistent HR policies should be one of the strategies itemized by the organization.

10.   C. Federal contractors must meet certain outreach and recruiting requirements. The CEO’s request would present an ethical problem for you. Do you abide by the company’s policies and meet federal requirements, or do you abandon all that and do what the boss wants? Explaining the situation to the CEO is the best option. Then they can make an informed decision.

11.   C. Credibility, both personal and departmental, will rest on the quality of work she produces in this and all future assignments.

12.   A. Negotiating the merger of employment policies is critical to successful merger of different workforce groups.

13.   D. The entire spectrum of possibilities must be considered. Input from experience, data, and facts, combined with reasoned judgment, will best support cultural strength.

14.   C. “Walk a mile in his shoes” is a motto for executives. Finding out how it feels to actually perform jobs done by subordinates will bring more understanding than a stack of memos.

15.   A. Retail is different from restaurants. Consumer products are different from business services. Knowing the specifics for your industry is important because it has needs unique to the work being done.

16.   B. There are ten elements in the process of preparing a business case. She needs to follow those steps to generate the analysis her CEO wants.

17.   D. As long as each is measuring a critical HR work product, any amount will be acceptable.

18.   A. A return on investment analysis will provide the financial information necessary to clarify the best benefit program out of the options available.

19.   B. Latisha must be able to answer all the basic questions that might arise in the training sessions. She also must be willing to take unanswered questions and research them so she can provide answers to the people interested in the answers.

20.   C. Rolly must prepare a list of data elements that will be important for comparisons and reporting. He then should select the analytical tool that can best perform those comparisons.

21.   A. As a new HR professional, Savanah must interpret the information she has about the problem situation and design recommendations to higher management people.

22.   C. Even if there is a legal expert available for advice to the HR staff, Elliott must be able to understand the new laws and how they will impact HR programs and policies.

23.   B. Priorities must constantly be reassessed and issues handled in the order that new priorities dictate.

24.   C. While not the only areas to be considered, these are the significant areas every problem analysis should include.

25.   D. Reducing data overload can be done quickly by narrowing the scope of the problem statement. It is going to be easier to handle data analysis for the cost of a new paid time-off policy rather than trying to deal with the cost of all benefits.

26.   C. It is never a best practice to terminate an employee based upon allegations. An investigation to get to the truth is required.

27.   D. You want to be inclusive to gather as many facts as possible. That definitely includes the employees. It also includes their supervisors to get a sense of motivation to make a false allegation, plus the accused. If anyone in their statements mentions a witness, then your investigation should expand to include witnesses as well.

28.   A. Once an investigation is undertaken, you are required to make a decision based upon the preponderance of the evidence, which means 51 percent and up.

29.   B. This is the right response to increase the odds of all supervisors understanding what harassment is and the steps to prevent it going forward.

30.   D. It is the least useful measurement.

31.   D. You may need to experiment with all three variables to detect patterns and gain the insight as to what is going on in your organization.

32.   A. A bar chart showing differences by department, title, or length of service will help tell your story best.

33.   D. Part of the value you are bringing to senior management from human resources is your interpretation of the data. That is strong and even stronger when coupled with suggestions on what next steps to take.

34.   B. Your first concern under duty of care is to make sure your new employees at the Texas facility are secure.

35.   D. While both states are within the United States, there could be some significant cultural differences regarding firearms. It is best to understand a situation before making changes to a situation. There may be local gun use laws that you do not know about to take into consideration as well.

36.   C. This answer is most complete.

37.   C. Speaking with facts and then offering solutions for your organization is the best approach.

38.   D. Yes, you want to know how Andrew is performing across all his defined measurements and you want to know that he was getting the regular feedback that was part of the commitment to help him improve.

39.   C. The PIP commitment was for weekly feedback, and that didn’t happen. In spite of a lack of weekly feedback, Andrew’s performance is slightly better. We don’t know how much better it could have been if management had kept its commitment during the PIP.

40.   C. The director of marketing has just shared something very personal, so your best response is to acknowledge it with your condolences, remind Nadine of a resource available (EAP), and share your expertise on the matter at hand.

41.   A. It is completely acceptable to extend the PIP 30 or even 60 days to give Andrew a fair shot at getting better.

42.   A. Since your documentation is not good right now justifying a termination, Andrew might indeed file a complaint with this outside federal agency.

43.   A. It is a best practice to have a policy regarding whether you will tolerate someone being under the influence in your work environment. Learning how other human resource professionals have already dealt with this issue is a smart step to take.

44.   C. You need to take the lead, but getting additional input from a variety of perspectives can only make your final policy better.

45.   B. Whether it’s over-the-counter cough syrup, prescription drugs, alcohol, or marijuana, you as the employer have a fiduciary responsibility to assure that employees on your property are safe to execute their responsibilities.

46.   D. This is a manager who needs assurance and additional facts. You will put this manager more at ease giving additional information, such as information on the ADA.

References

1.   SHRM Body of Competency and Knowledge (BoCK), page 9.

2.   SHRM Body of Competency and Knowledge (BoCK), page 13.

3.   SHRM Body of Competency and Knowledge (BoCK), page 12.

4.   Zenger, Jack, and Joseph Fokman. The Extraordinary Leader: Turning Good Managers into Great Leaders, McGraw-Hill Education, May 2009.

5.   https://www2.deloitte.com/insights/us/en/focus/human-capital-trends.html

6.   SHRM Body of Competency and Knowledge (BoCK), page 15.

7.   SHRM HR Competencies Definition, page 14.

8.   Kerns, Charles D., Ph.D. Graziadio Business Review, Pepperdine University, Volume 6, Issue 3, 2003.

9.   Allen, Louise, “Developing HR Strategy,” Personnel Today, November 19, 2002, retrieved on September 15, 2017.

10.   Code of Ethics, Society for Human Resource Management, https://www.shrm.org/about-shrm/Pages/code-of-ethics.aspx, retrieved on September 16, 2017.

11.   SHRM Body of Competency and Knowledge (BoCK), page 19.

12.   SHRM Body of Competency and Knowledge (BocK), page 18.

13.   Solomon, Micah. Forbes, “7 Secrets of Building a Customer-Centric Company Culture,” https://www.forbes.com/sites/micahsolomon/2014/07/20/customer-centric-culture/#2ccd76db7582.

14.   SHRM Managing Workplace Conflict Toolkit, https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingworkplaceconflict.aspx.

15.   SHRM Body of Competency and Knowledge (BoCK), page 21.

16.   SHRM Body of Competency and Knowledge (BoCK), page 20.

17.   SHRM Learning System, 2017.

18.   SHRM Body of Competency and Knowledge (BoCK), page 23.

19.   SHRM Body of Competency and Knowledge (BoCK), page 22.

20.   Guide to Saudia Arabia: Etiquette, Culture, Customs and Business, www.kwintessential.co.uk/resources/guides/guide-saudi-arabia-etiquette-customs-culture-business/.

21.   Stallard, Mike. Leading with Character: Humility, http://connectionculture.com/post/leading-with-character-humility.

22.   Why You Need Cultural Intelligence (And How to Develop It), IESE Business School, https://www.forbes.com/sites/iese/2015/03/24/why-you-need-cultural-intelligence-and-how-to-develop-it/#44dc66d917d6.

23.   McDonnell, Steve. Foreign vs. U.S. Labor Laws, Chron, http://smallbusiness.chron.com/foreign-vs-us-labor-laws-77421.html.

24.   Ibid.

25.   Ibid.

26.   Fisher, Glen. Mind-sets: The Role of Culture and Perception in International Relations, New York: John Wiley, 1988.

27.   Rhinesmith, Stephen H. Global Mind-sets for Global Managers, https://www.questia.com/magazine/1G1-13528770/global-mind-sets-for-global-managers.

28.   Emerson, Ralph Waldo. Essays: Man the Reformer. A Lecture Read before the Mechanics Apprentices’ Library Association, Boston, January 25, 1841.

29.   Warrell, Margie. How to Build High Trust Relationships, Forbes Leadership, https://www.forbes.com/sites/margiewarrell/2015/08/31/how-to-build-high-trust-relationships/#54ac927415cf.

30.   Kramer, Roderick M. “Rethinking Trust,” Harvard Business Review, June 2009.

31.   Green, Kelli et al., Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools, University of Florida, 2015.

32.   Willis, Jennifer. Sustainable Development is Good for Business, American Bar Association “Trends,” May/June 2017.

33.   Fogh-Andersen, Karen. 7 Pivotal HR Competencies for Global Business in 2017, Stanton Chase, Copenhagen, Denmark, https://www.stantonchase.com/wp-content/uploads/2017/03/SC_WP_7_HR_Competencies_A4-1.pdf, March 2017.

34.   2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, https://www2.deloitte.com/us/en/pages/human-capital/articles/introduction-human-capital-trends.html.

35.   Hunt, Vivian, Dennis Layton, and Sara Prince. Why Diversity Matters, McKinsey & Company, January 2015, https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters.

36.   “Understanding Workplace Cultures Globally,” SHRM, November 30, 2015, https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandingworkplaceculturesglobally.aspx.

37.   Mayers, Juliette C. Seven Tips for Building Cross-Cultural Relationships, April 22, 2012.

38.   SHRM Body of Competency and Knowledge (BocK), page 27.

39.   SHRM Body of Competency and Knowledge (BocK), page 26.

40.   Sanders, Nada. The Definitive Guide to Manufacturing and Service Operations, Council of Supply Chain Management Professionals, December 28, 2013.

41.   Mayberry, Ed. How to Build an HR Business Case, SHRM, October 28, 2008.

42.   Aligning Workforce Strategies with Business Objectives, SHRM, September 14, 2015.

43.   Beard, Ross. Competitive Benchmarking 101, Client Heartbeat, http://blog.clientheartbeat.com/competitive-benchmarking-101/, retrieved on October 12, 2017.

44.   Management Study HQ, www.managementstudyhq.com/hrm-evaluation-approaches.html, accessed on October 13, 2017.

45.   SHRM Body of Competency and Knowledge (BoCK), page 29.

46.   SHRM Body of Competency and Knowledge (BoCK), page 28.

47.   Alter, Michael. Accounting Web, https://www.accountingweb.com/practice/clients/top-ten-ways-to-take-a-consultative-approach-to-client-meetings.

48.   Bacharach, Yael. Five Essential Skills for Successful Coaching, Inc., https://www.inc.com/yael-bacharach/five-essential-skills-for-successful-coaching.html.

49.   Atkins, Richard. How to Maximize Human Capital ROI, HR Magazine, http://hrprofessionalsmagazine.com/how-to-maximize-human-capital-roi/.

50.   Carey, Scott, and Thomas Mccaulay. ComputerWorld UK, “The Best Analytics and Business Intelligence Tools for Enterprises 2018,” https://www.computerworlduk.com/galleries/applications/best-self-serve-analytics-software-for-enterprises-3635147/.

51.   Andrews, Walter J., and Michael S. Levine. SHRM, Top 10 Employment Liability Concerns, https://www.shrm.org/hr-today/news/hr-magazine/pages/070815-employment-liability.aspx.

52.   SHRM Body of Competency and Knowledge (BoCK), page 31.

53.   SHRM Body of Competency and Knowledge (BoCK), page 30.

54.   Herbold, Bob. “Challenge Assumptions. Don’t Be Afraid of Taking a Different Tack,” Entrepreneur, April 6, 2014, https://www.entrepreneur.com/article/232767, downloaded on November 6, 2017.

55.   Markgraf, Bert. “Critical Analysis of Strategic Management,” http://smallbusiness.chron.com/critical-analysis-strategic-management-65195.html, accessed on November 6, 2017.

56.   Kouzes, James M., and Barry Z. Posner. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, Jossey-Bass, July 31, 2012.