SHRM-CP (Situational Judgment) Already Passed

SHRM-CP (Situational Judgment) Already Passed Meet with their business partners in each region and office location to discuss this proposed approach. (The recruiting team can use relationships with the businesses they ...

SHRM-CP (Situational Judgment) Already Passed Meet with their business partners in each region and office location to discuss this proposed approach. (The recruiting team can use relationships with the businesses they support to gather the preliminary information needed to build the business case and the communication plan.) ✔✔A company is experiencing a high number of work absences across all of its national operations for a variety of reasons, some related to the company as a whole and some specific to company demographics. The head of HR has analyzed payroll expense data and has noted that the higher costs and increasing frequency of using fill-in and temporary staff are having a significant bottomline impact. After learning about the potential advantages of centralized sourcing, the head of HR asks her recruiting team to look at the options available for a nationally contracted vendor to support the company's needs and make a recommendation. The recruiting team has been primarily experienced in staffing headquarters positions. Individually they are experienced primarily with local recruiting resources. What is the most effective course of action the recruiting team could take to execute their assignments? Evaluate each RFP against each location's predetermined success factors. (Evaluating all of the returned RFPs against the key elements for a successful contract relationship would allow for an objective selection process that can be supported and explained.) ✔✔A company is experiencing a high number of work absences across all of its national operations for a variety of reasons, some related to the company as a whole and some specific to company demographics. The head of HR has analyzed payroll expense data and has noted that the higher costs and increasing frequency of using fill-in and temporary staff are having a significant bottom-line impact. After learning about the potential advantages of centralized sourcing, the head of HR asks her recruiting team to look at the options available for a nationally contracted vendor to support the company's needs and make a recommendation. The recruiting team has been primarily experienced in staffing headquarters positions. Individually they are experienced primarily with local recruiting resources. It is decided that RFPs will be sent to selected vendors to assist in the recruitment strategy. Once the RFPs are returned, what is critical next step that the HR VP should take to determine which vendor should be selected? Further analyze exit interview information for details about training deficiencies. (Additional analysis may identify relevant information that was missed. The consultant may follow up directly with the participants, who may be more open to talking to an outside consultant than to someone in house.) ✔✔An HR consultant receives a phone call from the CFO of a mid-sized family-owned manufacturing company. She states that the company's turnover is nearing 100% in the operations department. Employees are staying an average of 60 to 90 days before leaving. Exit interviews indicate that turnover is due to lack of training. The CFO doesn't understand this data, because all new employees participate in a one-day orientation and an onboarding program. The consultant further learns that the manager of the operations department has a reputation for being aggressive and direct. The manager, who directly reports to the CEO, has been with the company for ten years and is a good friend of the owners' family. The CFO admits that the manager can be difficult to deal with but nobody says anything because of the manager's strong relationship with the family. She says that while morale is low