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SHRM SHRM-SCP Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| HR Knowledge Domain: People | Approx. 34% | - Total Rewards - Talent Acquisition and Retention - Learning and Development - HR Strategic Planning - Employee Engagement and Retention |
| HR Knowledge Domain: Workplace | Approx. 38% | - Corporate Social Responsibility - US Employment Law and Regulations - HR Technology and Data - Risk Management |
| Behavioral Competencies | - Global and Cultural Effectiveness - Ethical Practice - Critical Evaluation - Leadership and Navigation - Relationship Management - Communication - Consultation | |
| HR Knowledge Domain: Organization | Approx. 28% | - Workforce Management - Structure of the HR Function - Organizational Effectiveness and Development - Employee and Labor Relations |
SHRM Senior Certified Professional (SHRM-SCP) Sample Questions:
1. In which domain is workforce planning and employment a focus?
A) Managing performance
B) The employee life cycle
C) Human resource operations
D) Organizational strategy
2. A start-up technology company is growing rapidly, and senior leadership would like the company to be publicly traded in the near future. The company regularly exceeds its financial goals, but outside analysts express concerns about the inconsistent practices and procedures within the company. The company values innovation, and very little attention is paid to documenting or standardizing work processes. This provides employees with a great deal of freedom to experiment in their roles, but it also leads to confusion about individual assignments and areas of responsibility. In preparation for a public offering, the company's leadership asks the HR director to gather information on best work practices in every functional area and create the required documentation.
Many team managers do not believe that documentation is necessary and they do not want to spend time creating it. How can the HR director convince them that this initiative is worthwhile?
A) Present case studies to the managers that describe how other organizations have successfully implemented similar initiatives.
B) Send out a companywide memo explaining that having work practices and standards documented will lead to less work for employees in the future.
C) Schedule a group meeting with all managers to answer their questions about why documenting work practices is necessary.
D) Distribute a memo to managers informing them that senior leadership would like them to participate in the process of developing documentation.
3. A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.
The CEO learns that the change in reporting structure has resulted in disappointment for the employees who are no longer direct reports and asks the HR director for advice. What action should the HR director advise the CEO to take?
A) Meet individually with employees affected by the new reporting structure.
B) Ask the CFO to explain the benefits of the new reporting structure to the new team.
C) Ask the CFO to explain how the new reporting structure benefits the organization in a companywide meeting.
D) Send an organizationwide email that highlights the CEO's vision.
4. 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.
A talent management software package has been selected. Which action should the VP of HR take to create an effective implementation project team?
A) Assign leaders who have had the most challenges related to talent management to the project.
B) Select employees who have the most knowledge about talent management software solutions.
C) Choose stakeholders who represent different functions and locations across the company.
D) Ask leaders to assign the highest performing employees from their departments to the project.
5. An organization manages employee benefits at its headquarters while it manages talent acquisition at regional offices. What is this organization's HR structure?
A) Outsourced
B) Decentralized
C) Centralized
D) Matrix
Solutions:
| Question # 1 Answer: C | Question # 2 Answer: A | Question # 3 Answer: A | Question # 4 Answer: C | Question # 5 Answer: B |

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