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SHRM Senior Certified Professional

Last Update Jul 19, 2024
Total Questions : 134 With Methodical Explanation

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Total Questions : 134

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Last Update Jul 19, 2024
Total Questions : 134

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SHRM Senior Certified Professional Questions and Answers

Questions 1

At a regional power company, managers are in charge of assigning training and development opportunities to their employees. These opportunities are sponsored by the company, and employees are entitled to their regular pay while attending training and development sessions. Recently, there has been a growing number of complaints that managers were engaging in favoritism by only assigning these training and development opportunities to their favorite employees. Favoritism violates company policy, which states that all employees must be given equal opportunities. The HR director aims to address this issue.

Some managers claim that they assign training and development opportunities to their high-performing employees as they believe it is an incentive to stay at the company. How should the HR director determine whether this has been effective as an objective?



Analyze the association between employee turnover rates and participation in training and development.


Review employee turnover rates to determine whether there is actually a need to incentivize retention.

C Examine industry trends on the effectiveness of training and development on employee retention


Survey high-performing employees on whether they feel training and development opportunities encourage them to stay at the company.

Questions 2

A company wants to use artificial intelligence (AI) in its candidate selection process. Which next step should the HR director take to evaluate this decision?



Compare the time-to-fill metrics with and without the Al feature.


Verify the company's cloud-based software supports the Al feature.


Evaluate recruitment labor dollars saved versus time-to-fill with the Al feature.


Ensure the Al feature validates why the decisions are optimal.

Questions 3

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.

Several employees heard of the manager's personal relationship with the direct report. They approach the HR director with concerns that the direct report may have been unfairly promoted. How should the HR director respond to these concerns?



Ask the direct reports to provide any evidence they may have that supports their suspicions.


State that HR cannot disclose any information on the reasons for promotion at this time.


Tell the direct reports that the HR director will share their concerns with the leadership team.

D Request that the direct reports stop spreading rumors about the promotion