SHRM-SCP study guide Exam Questions
With Correct Answers
Freeman |stakeholder |concept
Recognizes |the |different |types |of |value |an |organization |creates. |Includes: |owners, |customers, |
local |community, |special |interest |groups, |competitors, |media, |consumer |advocates, |
environmentalists, |employees, |suppliers, |and |government
The |Strategy |Process
Formulation, |development, |implementation, |and |evaluation
PESTLE
An |environmental |scanning |technique |used |to |help |businesses/orgs |to |assess |potential |
impacts |on |their |operations. |Stands |for |political, |economic, |social, |technological, |legal, |
environmental
SWOT
Analysis |to |look |at |internal |and |external |environment |to |identify |the |pros |and |cons. |Strengths |
(int), |Weaknesses |(int), |Opportunities |(ext), |Threats |(ext)
Industry |lifecycle
Intro, |Growth, |Maturity, |Decline
Porter's |Five |Forces
Threat |of |new |entrants, |Threat |of |substitutes, |Bargaining |power |of |customers, |Bargaining |
power |of |suppliers, |Industry |rivalry
Growth |Share |Matrix
Also |called |Boston |box. |X-axis |is |market |share, |y-axis |is |market |growth
GE |McKinsey |Matrix
9 |boxes; |x-axis |is |strength |of |the |business |unit, |y-axis |is |industry |attractiveness
Mission
, A |concise |explanation |of |the |organization's |reason |for |existence. |Describes |purpose |and |
overall |intention
Vision
Looks |forward |and |creates |a |mental |image |of |the |ideal |state |that |the |org |wants |to |achieve. |
Inspirational |& |aspirational. |Should |be |a |challenge |for |employees
Values
The |core |principles |that |guide |and |direct |the |organization |and |its |culture.
SMARTER
Specific, |Measurable, |Attainable, |Realistic/Relevant, |Timed, |Evaluated, |Revised
Porter's |Competitive |Strategies
Cost, |Differentiation, |Focus
Growth |Strategy |Options
Market |penetration |(capturing |a |greater |portion |of |the |existing |market), |Market |expansion |
(selling |current |products |in |a |new |market), |Product |expansion |(increasing |# |of |products), |
Diversification |(selling |new |products), |Acquisition |(purchasing |another |company)
Gantt |Chart
A |standard |tool |used |in |project |management |(aka |milestone |or |activity |log). |Identifies |in |
chronological |bar |graph |order |what |needs |to |occur |first |and |simultaneously |in |step |fashion
HR's |role |in |Change |Management |(LEAD)
Leader, |Educator, |Advisor, |Demonstrator
Negotiation |methods
soft- |focus |on |the |value |of |the |relationship; |hard- |win |over |lose |at |all |costs; |principled- |aimed |
at |mutual |gain |for |both |sides
Kirkpatrick's |4 |Levels |of |Evaluation
1) |Reaction: |measures |client's |reaction |to |program |2) |Learning: |how |much |knowledge |has |
increased |3) |Behavior: |how |has |behavior |changed |4) |Results: |measures |outcomes, |benefits
ROI |of |Training
With Correct Answers
Freeman |stakeholder |concept
Recognizes |the |different |types |of |value |an |organization |creates. |Includes: |owners, |customers, |
local |community, |special |interest |groups, |competitors, |media, |consumer |advocates, |
environmentalists, |employees, |suppliers, |and |government
The |Strategy |Process
Formulation, |development, |implementation, |and |evaluation
PESTLE
An |environmental |scanning |technique |used |to |help |businesses/orgs |to |assess |potential |
impacts |on |their |operations. |Stands |for |political, |economic, |social, |technological, |legal, |
environmental
SWOT
Analysis |to |look |at |internal |and |external |environment |to |identify |the |pros |and |cons. |Strengths |
(int), |Weaknesses |(int), |Opportunities |(ext), |Threats |(ext)
Industry |lifecycle
Intro, |Growth, |Maturity, |Decline
Porter's |Five |Forces
Threat |of |new |entrants, |Threat |of |substitutes, |Bargaining |power |of |customers, |Bargaining |
power |of |suppliers, |Industry |rivalry
Growth |Share |Matrix
Also |called |Boston |box. |X-axis |is |market |share, |y-axis |is |market |growth
GE |McKinsey |Matrix
9 |boxes; |x-axis |is |strength |of |the |business |unit, |y-axis |is |industry |attractiveness
Mission
, A |concise |explanation |of |the |organization's |reason |for |existence. |Describes |purpose |and |
overall |intention
Vision
Looks |forward |and |creates |a |mental |image |of |the |ideal |state |that |the |org |wants |to |achieve. |
Inspirational |& |aspirational. |Should |be |a |challenge |for |employees
Values
The |core |principles |that |guide |and |direct |the |organization |and |its |culture.
SMARTER
Specific, |Measurable, |Attainable, |Realistic/Relevant, |Timed, |Evaluated, |Revised
Porter's |Competitive |Strategies
Cost, |Differentiation, |Focus
Growth |Strategy |Options
Market |penetration |(capturing |a |greater |portion |of |the |existing |market), |Market |expansion |
(selling |current |products |in |a |new |market), |Product |expansion |(increasing |# |of |products), |
Diversification |(selling |new |products), |Acquisition |(purchasing |another |company)
Gantt |Chart
A |standard |tool |used |in |project |management |(aka |milestone |or |activity |log). |Identifies |in |
chronological |bar |graph |order |what |needs |to |occur |first |and |simultaneously |in |step |fashion
HR's |role |in |Change |Management |(LEAD)
Leader, |Educator, |Advisor, |Demonstrator
Negotiation |methods
soft- |focus |on |the |value |of |the |relationship; |hard- |win |over |lose |at |all |costs; |principled- |aimed |
at |mutual |gain |for |both |sides
Kirkpatrick's |4 |Levels |of |Evaluation
1) |Reaction: |measures |client's |reaction |to |program |2) |Learning: |how |much |knowledge |has |
increased |3) |Behavior: |how |has |behavior |changed |4) |Results: |measures |outcomes, |benefits
ROI |of |Training
