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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q204-Q209):

NEW QUESTION # 204
Which compensation program is offered to encourage recipients to create long-term shareholder value?

A. Deferred compensation
B. Incentive plan
C. Profit sharing
D. Stock options

Answer: D

Explanation:
* Long-term Incentives: Stock options are designed to align the interests of employees with those of shareholders by providing a financial incentive for employees to increase the company's stock value over time.
* Retention and Motivation: Offering stock options can help retain key talent by giving employees a sense of ownership in the company and motivating them to contribute to its long-term success.
* Strategic Alignment: Stock options encourage employees to focus on long-term goals and performance, which can lead to sustainable growth and increased shareholder value.
References:
* SHRM, "Designing and Managing Incentive Compensation Programs," available at SHRM.org.
* SHRM, "Understanding Stock Options and Other Equity Compensation," available at SHRM.org.

NEW QUESTION # 205
How should an organization most effectively improve employee productivity during a time of rapid growth and organizational change?

A. Increase the frequency of performance reviews.
B. Reduce the representation gap.
C. Introduce forced ratings distribution.
D. Implement a 360-degree feedback initiative

Answer: D

Explanation:
* Comprehensive Feedback: 360-degree feedback involves collecting performance feedback from a variety of sources including peers, subordinates, and supervisors, providing a well-rounded view of employee performance.
* Employee Development: This feedback mechanism can identify strengths and areas for improvement, fostering employee growth and enhancing productivity.
* Engagement and Trust: Employees feel more engaged and trusted when their contributions are evaluated fairly and thoroughly, which can improve morale and productivity during times of change.
* Continuous Improvement: The feedback received can be used to tailor training and development programs, ensuring employees have the necessary skills to thrive in a rapidly growing organization.
References:
* SHRM, "360-Degree Feedback: Best Practices," available at SHRM.org.
* SHRM, "Improving Performance with Feedback," available at SHRM.org.

NEW QUESTION # 206
What should the HR manager do when he becomes aware of this practice?

A. HR should recommend eliminating the voucher program to prevent misuse.
B. Because the hotel front of the manager is aware and approves of the practice, HR does notneed to act.
C. The HR manager should talk to the front desk receptionists to find out how common thepractice is.
D. The HR manager should make the hotel front of the manager aware that the practice isproblematic and needs to be addressed.

Answer: A

Explanation:
The HR manager displays the ethical practice competency by recognizing the behavior as unethical and taking the necessary steps to investigate and address it. The receptionists receive a commission percentage for a successful upgrade sale. However, enticing customers to buy an upgrade with a voucher that is not intended for that purpose should not be rewarded with a sales incentive.

NEW QUESTION # 207
After witnessing an employee violation, a manager discusses the violation with HR and other managers before preparing a documented description. The manager informs the employee of the disciplinary action at a performance appraisal meeting. What is the mam problem with the manager's procedure?

A. Feedback should be provided immediately after the violation.
B. The employee should be given the opportunity to respond.
C. The manager breached confidentiality by discussing it with other managers.
D. There should be at least two witnesses to the violation.

Answer: A

Explanation:
Timeliness of Feedback: Addressing the violation immediately after it occurs ensures that the feedback is relevant and impactful. Delayed feedback can diminish its effectiveness and the opportunity for corrective action.

NEW QUESTION # 208
After meeting with each of the on-site team members, the manager and HR representative discover that some of the miscommunications likely stem from the differences in life experiences and expectations that come with team members being from different generations. How should the manager most effectively coach a multigenerational workforce?

A. Assign projects that force each team member to work one-on-one with the other in order tofast-track communication strategy development.
B. Assign tasks that align with the generational strengths of each employee, such as computerwork for the younger employee and mentoring roles for the older employees.
C. Determine each team members individual strengths and challenges through individualcoaching sessions and set goals for each individual to use his or her strengths to contributeto the team.
D. Observe team meetings and when miscommunication arises, mediate the conversation toaid each team member in better understanding the other.

Answer: C

Explanation:
It is important for managers to not get lost in the stereotypes of generational differences (A) and recognize each employee for his or her individual strengths and challenges. Those strengths may or may not align with generational expectations, and they will vary by individual and must be addressed as such. By focusing on the strengths of each employee, the manager can help the team to see the value in each other and lean into each members strengths in order to improve the work outcomes of the site. As an of f-site manager, mediating all conversations (C) is inefficient and unlikely to be effective. Forcing conflicting team members to work together (D) without addressing the challenges at hand can end up exacerbating the conflicts and lead to more drastic negative outcomes.

NEW QUESTION # 209
......

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SHRM Senior Certified Professional (SHRM-SCP) Sample Questions (Q204-Q209):

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