In a meeting with the upper management team, opinions are voiced that the company should resist change and stick to the old ways that have been working for so many years. The CEO and the CHRO meet separately after this meeting to discuss how to move forward. The CEO is concerned that the company does not have leaders with experience in the renewable energy sector or the ability to lead related change initiatives. What initial suggestion should the CHRO make?

• A. Review the performance of each manager, and suggest which managers should beterminated because they are unlikely to support the upcoming change initiative.
• B. Develop leadership training seminars to prepare the managers for leading changeinitiatives.
• C. Start building a talent pool and hiring managers with knowledge in the renewable energysector.
• D. Conduct an assessment of the current talent within the organization, and forecast whichtalent will be needed to determine hiring and training needs.

A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
Some members of the leadership team provide the HRBP with a list of employees that they think would be good participants for the focus groups. These leaders are adamant that the HRBP should draw participants from the list. Which action should the HRBP take?

• A. Conduct one focus group with the recommended employees and one with randomly selected employees.
• B. Remind the leaders that the operations VP asked the HRBP to lead the project.
• C. Explain to the leaders why using only employees from the list might exclude important perspectives.
• D. Inform the leaders that HR will follow best practices when selecting focus group participants.

A regional government office runs a media broadcasting station that is funded almost entirely by individual and corporate donations. An eight-person team is in charge of planning and coordinating the receipt of gifts including entertaining guests with the CEO and asking philanthropists for large contributions. The manager of the team is results-driven and has consistently led the team to achieve challenging goals for five years. The manager recently moved further away from the office to afford higher quality education. The manager sends an urgent email to the HR director indicating an immediate need to work remotely three days per week. The manager also wants to avoid commuting traffic and come into the office after 11 am. The office has a flexible schedule policy but it has not been reviewed in some time.
The regional government office has been slow to adopt new management approaches, which has made it difficult for the office to compete for top talent in the regional workforce. What should the HR director do to ensure buy-in from managers and executives regarding changes to the telework policy?

• A. Research telework best practices and their effect on engagement and retention.
• B. Invite HR representatives from other organizations to talk about their strategies with office executives.
• C. Review exit interview surveys of employees who have left the company.
• D. Invite managers and executives to a meeting to discuss the office succession planning approach.

What is the biggest disadvantage of having a remote workforce?

• A. Possible safety and risk concerns for employees to hurt themselves away from the of the
• B. The possibility for employees to misrepresent their work time
• C. Home-based employees being likely to encounter too many distractions and not being asefficient
• D. Lack of communication between coworkers and employees and managers

In one of the warehouses of a retail company, several international employees complain to HR that the warehouse manager has forbidden them from speaking in their native language in the workplace. The HR manager speaks with the warehouse manager, who says there have been several reports that the international employees only interact with each other and they have difficulty conversing with the local employees due to language barriers. The HR manager also learns that the international employees can speak the primary language used in the company well enough to understand instructions from their supervisors. Fortunately, there have been no incidents of safety issues where language has been a barrier between local and international employees. However, senior management believes there is a lack of rapport between local and international employees and instructs the HR manager to resolve the issue.
Senior management asks the HR manager to investigate whether other warehouse locations face similar issues between local and international employees. Which approach should the HR manager take to gather the most accurate information?

• A. Review safety incident logs in warehouses with the most diversity in the languages spoken.
• B. Request that employees at all warehouse locations take a survey about their relationships with co-workers.
• C. Host a meeting for employees to publicly raise concerns about language barriers in the workplace.
• D. Conduct a virtual focus group with a representative number of warehouse employees across the country.