HERE'S A QUICK AND PROVEN WAY TO PASS SHRM-SCP CERTIFICATION EXAM

Here's a Quick and Proven Way to Pass SHRM-SCP Certification exam

Here's a Quick and Proven Way to Pass SHRM-SCP Certification exam

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Tags: Valid Exam SHRM-SCP Vce Free, Exam SHRM-SCP Review, Test SHRM-SCP Valid, Latest SHRM-SCP Practice Questions, SHRM-SCP New Braindumps Files

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q249-Q254):

NEW QUESTION # 249
What is an ineffective approach for a supervisor to deliver feedback to a struggling employee?

  • A. The supervisor should provide some praise around the things the employee is performing well.
  • B. The supervisor should make performance expectations clear.
  • C. The supervisor should provide specific examples of instances in which the employee had a misstep.
  • D. The supervisor should list each area of deficiency and how it impacts the team and/or organization.

Answer: D

Explanation:
When providing feedback a supervisor should limit the focus to one or two areas of deficiency. Otherwise, it tends to make the employee feel defensive.


NEW QUESTION # 250
What does PEST stand for in relation to analysis framework?

  • A. Pop culture, economy, strategy,, technology,
  • B. Political, economic, social, technological
  • C. Political, environmental, social, technological
  • D. Political, electronic, social, taxation

Answer: D

Explanation:
A PEST analysis is conducted as part of a strategic market analysis of several factors:
political, economic, social and technological.


NEW QUESTION # 251
According to the Thomas-Kilmann Conflict Mode Instrument chart, as the importance of a goal/ assertiveness and the importance of a relationship/cooperation both increase, an ideal conflict resolution style is "collaborating." Under the same model, as the importance of a goal/ assertiveness increases and the importance of a relationship/cooperation is minimal, what is the likely response?

  • A. my way or the highway"
  • B. Avoiding-WI don,t want to deal with it"
  • C. Accommodating-,Whatever you want is 0K with me"
  • D. Compromising-let,s make a deal"

Answer: C

Explanation:
During a conflict between Two individuals, when the relationship is of minimal importance and the goal is of high importance, of ten the response between the parties is competitiveness.


NEW QUESTION # 252
Six months later, the employee is still a challenge. He/she will improve just enough to avoid discipline and seems to be on his/her best behavior around the supervisor, but one team member is reporting "mean" behavior-passive aggressive comments, scof fs and eye rolls, and whispering with other employees. The complainant is shy but well respected and normally has a great attitude. The supervisor doesn't feel a direct conversation between the two will help the situation. What should the next course of action be for the supervisor?

  • A. Pull the of fending employee aside privately and explain what has been reported. Inform him/her that bullying is not tolerated in the workplace.
  • B. Separate the two employees physically. Move their desks, and make it so that none of their work assignments are dependent upon each other.
  • C. Move forward with a disciplinary action for the of fending employee as this is bullying behavior.
  • D. Keep a watchful eye on the situation. Check in frequently with the employee who feels targeted and ask the employee to keep a log of each incident.

Answer: A

Explanation:
This employee's bad behavior is just under the radar and is not quite egregious enough to rise to the level of discipline. A direct conversation from the supervisor may only make matters worse for the other employee. In this case it would be best to separate the two employees in hopes that the situation can be diffused over time.


NEW QUESTION # 253
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.
The philanthropy department director confides in the HRBP that behavioral issues with specific employees have not been addressed because the director prefers to avoid interpersonal confrontation. Which action should the HRBP take?

  • A. Ask the operations VP to approve a leadership development program for the leadership team.
  • B. Counsel the director on strategies for establishing effective interpersonal interactions with employees.
  • C. Suggest that the director deliver the feedback in a written format.
  • D. Gather peer feedback anonymously to help the director identity the causes of poor working relationships among employees.

Answer: B

Explanation:
Addressing interpersonal conflicts directly is crucial for improving workplace relationships and overall department performance. Here's the rationale:
* Skill Development: Counseling the director on effective interpersonal strategies can equip them with the necessary skills to address and manage conflicts, leading to a healthier work environment.
* Leadership Growth: This approach supports the director's growth as a leader by improving their ability to handle interpersonal issues proactively and constructively.
* Long-Term Solutions: By addressing the root causes of poor working relationships, this strategy can lead to long-term improvements in department culture and performance.
* Support and Guidance: Providing this support shows that the organization is invested in the director's development, which can enhance their engagement and effectiveness as a leader.
References:
* SHRM-SCP Exam Content Outline
* SHRM guidelines on leadership development and conflict resolution


NEW QUESTION # 254
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