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 experiencedin 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 in the department, the company hasn't conducted an employee survey in at least two years. The CFO asks the consultant for help in fixing the turnover problem. They discuss various options, including training, coaching, and an employee engagement survey. A minimal budget has been provided to determine which tasks are necessary and to complete them. The consultant agrees that turnover needs to be addressed quickly. Which are the initial actions they should take to determine the root cause? Evaluate and enhance the company's orientation and onboarding program to cover the first 90 days. (The best way to affect the 60- to 90-day time frame for employees leaving is through an enhanced orientation and formal onboarding program. Although the orientation might last only one day, an onboarding program should extend into the first few months (or longer) of employment and be structured to set the employees up for success and further integrate them into the organizationalculture.) ✔✔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 r