SHRM CP SITUATIONAL JUDGEMENT
STUDY GUIDE 2026 QUESTIONS WITH
ANSWERS GRADED A+
◉ 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.) Answer: 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.) Answer: 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
STUDY GUIDE 2026 QUESTIONS WITH
ANSWERS GRADED A+
◉ 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.) Answer: 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.) Answer: 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
