SHRM-SCP Practice Questions With Correct
Answers
"Which |strategy |for |international |assignees |best |helps |to |improve |their |overall |experience |and
|reduce |their |sense |of |isolation? |- |CORRECT |ANSWER✔✔-Ensuring |that |assignees |are |
equipped |with |communication |platforms |and |technologies"
How |does |HR |contribute |to |diverse |locations |in |a |multidomestic |strategy? |- |CORRECT |
ANSWER✔✔-By |coordinating |subsidiary |activities |to |ensure |that |culture |and |policies |are |
consistent |with |those |of |the |home |country, |Local |culture |and |values |are |accommodated |in |a |
multidomestic |strategy; |still, |there |remains |a |need |to |coordinate |them |with |the |overall |
organizational |culture.
How |does |an |understanding |of |global |forces |benefit |HR |practices |in |a |traditional |organization?
|- |CORRECT |ANSWER✔✔-Hyperconnectivity |has |changed |the |way |employees |access |
information |in |the |workplace.
How |can |an |organization |ensure |a |smooth |repatriation |of |an |employee |after |an |international |
assignment? |- |CORRECT |ANSWER✔✔-Provide |assurance |that |skills |and |experience |attained |
during |the |assignment |will |be |used |as |part |of |a |new |assignment.
A |multinational |corporation |is |expanding |quickly |through |acquisitions. |It |aims |to |create |
efficiency |and |innovation |by |integrating |all |its |operations. |What |might |the |VP |of |HR |advise |the
|management |committee |in |this |case? |- |CORRECT |ANSWER✔✔-Budget |time |and |resources |to |
revise |policies |and |practices |and |train |all |personnel. |One |of |the |challenges |facing |an |
organization |that |is |seeking |global |integration |of |acquired |entities |is |that |these |entities |have |
established |their |own |policies |and |processes |and |will |adhere |to |them |unless |deliberate |action |
is |taken |to |create |new, |integrated |policies |and |procedures.
,A |company |expands |its |operations |to |deliver |services |outside |its |home |country. |The |CEO |
decides |to |hire |local |workforces |for |the |new |offices |and |tasks |the |VP |of |HR |with |
communicating |this |strategy |to |the |organization. |What |benefit |should |the |VP |of |HR |
emphasize? |- |CORRECT |ANSWER✔✔-Deeper |understanding |of |new |markets. |Pursuing |a |global |
strategy |with |a |local |workforce |allows |the |organization |to |understand |and |respond |to |local |
preferences |and |practices.
What |action |should |HR |take |to |approach |global |assignments |from |a |strategic-systematic |
perspective? |- |CORRECT |ANSWER✔✔-Disseminate |information, |technology, |and |values |
uniformly |throughout |the |global |organization.One |of |the |most |important |tasks |is |to |ensure |
that |communication |and |knowledge |sharing |are |universal |throughout |the |organization.
A |manager |comes |the |HR |director |and |complains |about |a |recent |global |assignee. |The |
employee |has |been |late |on |the |first |report |deadline |and |is |not |meeting |initial |goals. |How |
should |the |HR |director |respond? |- |CORRECT |ANSWER✔✔-Explain |to |the |manager |the |process |
of |cross-cultural |adjustment |and |its |effect |on |productivity.
Which |of |Perlmutter's |orientations |will |allow |HR |to |standardize |talent |staffing |plans |for |an |
MNC |where |there |is |a |strong |business |lead? |- |CORRECT |ANSWER✔✔-Regiocentric. |In |a |
regiocentric |orientation, |operations |are |managed |regionally. |Communication |is |high |within |the
|region |and |less |so |between |regions. |However, |staffing |practices |that |promote |global |
approaches |are |encouraged.
Which |is |an |example |of |reverse |innovation? |- |CORRECT |ANSWER✔✔-Products |created |for |or |
by |emerging |economy |markets |that |are |then |imported |to |developed |economy |markets.
Which |initiative |is |most |likely |to |have |the |biggest |impact |to |an |organization's |local |
responsiveness |globalization |strategy? |- |CORRECT |ANSWER✔✔-Deploying |strong |mentoring |
and |talent |management |programs |in |host-countries. |An |local |responsiveness |strategy |commits
|an |organization |to |achieving |a |greater |reliance |on |local |expertise. |This |calls |for |increased |
investment |in |developing |local |talent |and |creating |a |new |class |of |local |leaders.
, A |global |firm |is |planning |to |take |a |polycentric |approach |to |its |philanthropic |programs. |Which |
is |the |most |likely |outcome |of |taking |this |approach? |- |CORRECT |ANSWER✔✔-Donations |will |be
|more |aligned |to |local |community |needs.
According |to |the |upstream/downstream |strategic |model |what |HR |activities |are |most |likely |to |
be |placed |at |headquarters? |- |CORRECT |ANSWER✔✔-Workforce |alignment. |The
|upstream/downstream |model |considers |it |useful |to |localize |downstream |HR |activities |
(compensation, |benefits, |labor |relations), |placing |them |closer |to |HR |customers. |Upstream |
functions |(strategic |planning, |workforce |alignment) |should |be |closer |to |corporate |
headquarters.
Which |step |moves |an |organization |from |being |multinational |to |globalized? |- |CORRECT |
ANSWER✔✔-Accommodating |a |multidirectional |flow |of |ideas. |The |organization's |information |
and |knowledge |need |to |be |shared |among |all |locations |in |a |globalized |organization. |
Acquisitions |in |other |countries |could |make |an |organization |multinational, |but |to |become |a |
truly |globalized |organization, |ideas, |goods, |and |products |must |flow |in |many |directions.
Which |best |describes |a |company |with |a |polycentric |approach |to |globalization? |- |CORRECT |
ANSWER✔✔-Local |cultural |norms |are |understood |and |implemented |locally. |In |the |polycentric |
orientation, |entities |are |allowed |a |large |measure |of |independence |as |long |as |they |are |
profitable |and |may |adapt |to |local |culture |and |legal |compliance |as |needed.
How |does |an |understanding |of |Perlmutter's |orientations |provide |HR |with |a |blueprint |for |
developing |effective |global |staffing |strategies? |- |CORRECT |ANSWER✔✔-Staffing |strategies |
need |to |include |an |understanding |of |the |relationship |between |headquarters |and |subsidiaries.
Which |situation |is |most |likely |to |cause |reverse |culture |shock? |- |CORRECT |ANSWER✔✔-
Repatriation |without |enough |notice.A |multinational |corporation |is |hiring |skilled |workers |who |
have |left |their |countries |because |of |civil |unrest |and |natural |catastrophes. |In |some |cases |as |
many |as |a |hundred |new |employees |may |have |emigrated |from |the |same |or |neighboring |towns.
Answers
"Which |strategy |for |international |assignees |best |helps |to |improve |their |overall |experience |and
|reduce |their |sense |of |isolation? |- |CORRECT |ANSWER✔✔-Ensuring |that |assignees |are |
equipped |with |communication |platforms |and |technologies"
How |does |HR |contribute |to |diverse |locations |in |a |multidomestic |strategy? |- |CORRECT |
ANSWER✔✔-By |coordinating |subsidiary |activities |to |ensure |that |culture |and |policies |are |
consistent |with |those |of |the |home |country, |Local |culture |and |values |are |accommodated |in |a |
multidomestic |strategy; |still, |there |remains |a |need |to |coordinate |them |with |the |overall |
organizational |culture.
How |does |an |understanding |of |global |forces |benefit |HR |practices |in |a |traditional |organization?
|- |CORRECT |ANSWER✔✔-Hyperconnectivity |has |changed |the |way |employees |access |
information |in |the |workplace.
How |can |an |organization |ensure |a |smooth |repatriation |of |an |employee |after |an |international |
assignment? |- |CORRECT |ANSWER✔✔-Provide |assurance |that |skills |and |experience |attained |
during |the |assignment |will |be |used |as |part |of |a |new |assignment.
A |multinational |corporation |is |expanding |quickly |through |acquisitions. |It |aims |to |create |
efficiency |and |innovation |by |integrating |all |its |operations. |What |might |the |VP |of |HR |advise |the
|management |committee |in |this |case? |- |CORRECT |ANSWER✔✔-Budget |time |and |resources |to |
revise |policies |and |practices |and |train |all |personnel. |One |of |the |challenges |facing |an |
organization |that |is |seeking |global |integration |of |acquired |entities |is |that |these |entities |have |
established |their |own |policies |and |processes |and |will |adhere |to |them |unless |deliberate |action |
is |taken |to |create |new, |integrated |policies |and |procedures.
,A |company |expands |its |operations |to |deliver |services |outside |its |home |country. |The |CEO |
decides |to |hire |local |workforces |for |the |new |offices |and |tasks |the |VP |of |HR |with |
communicating |this |strategy |to |the |organization. |What |benefit |should |the |VP |of |HR |
emphasize? |- |CORRECT |ANSWER✔✔-Deeper |understanding |of |new |markets. |Pursuing |a |global |
strategy |with |a |local |workforce |allows |the |organization |to |understand |and |respond |to |local |
preferences |and |practices.
What |action |should |HR |take |to |approach |global |assignments |from |a |strategic-systematic |
perspective? |- |CORRECT |ANSWER✔✔-Disseminate |information, |technology, |and |values |
uniformly |throughout |the |global |organization.One |of |the |most |important |tasks |is |to |ensure |
that |communication |and |knowledge |sharing |are |universal |throughout |the |organization.
A |manager |comes |the |HR |director |and |complains |about |a |recent |global |assignee. |The |
employee |has |been |late |on |the |first |report |deadline |and |is |not |meeting |initial |goals. |How |
should |the |HR |director |respond? |- |CORRECT |ANSWER✔✔-Explain |to |the |manager |the |process |
of |cross-cultural |adjustment |and |its |effect |on |productivity.
Which |of |Perlmutter's |orientations |will |allow |HR |to |standardize |talent |staffing |plans |for |an |
MNC |where |there |is |a |strong |business |lead? |- |CORRECT |ANSWER✔✔-Regiocentric. |In |a |
regiocentric |orientation, |operations |are |managed |regionally. |Communication |is |high |within |the
|region |and |less |so |between |regions. |However, |staffing |practices |that |promote |global |
approaches |are |encouraged.
Which |is |an |example |of |reverse |innovation? |- |CORRECT |ANSWER✔✔-Products |created |for |or |
by |emerging |economy |markets |that |are |then |imported |to |developed |economy |markets.
Which |initiative |is |most |likely |to |have |the |biggest |impact |to |an |organization's |local |
responsiveness |globalization |strategy? |- |CORRECT |ANSWER✔✔-Deploying |strong |mentoring |
and |talent |management |programs |in |host-countries. |An |local |responsiveness |strategy |commits
|an |organization |to |achieving |a |greater |reliance |on |local |expertise. |This |calls |for |increased |
investment |in |developing |local |talent |and |creating |a |new |class |of |local |leaders.
, A |global |firm |is |planning |to |take |a |polycentric |approach |to |its |philanthropic |programs. |Which |
is |the |most |likely |outcome |of |taking |this |approach? |- |CORRECT |ANSWER✔✔-Donations |will |be
|more |aligned |to |local |community |needs.
According |to |the |upstream/downstream |strategic |model |what |HR |activities |are |most |likely |to |
be |placed |at |headquarters? |- |CORRECT |ANSWER✔✔-Workforce |alignment. |The
|upstream/downstream |model |considers |it |useful |to |localize |downstream |HR |activities |
(compensation, |benefits, |labor |relations), |placing |them |closer |to |HR |customers. |Upstream |
functions |(strategic |planning, |workforce |alignment) |should |be |closer |to |corporate |
headquarters.
Which |step |moves |an |organization |from |being |multinational |to |globalized? |- |CORRECT |
ANSWER✔✔-Accommodating |a |multidirectional |flow |of |ideas. |The |organization's |information |
and |knowledge |need |to |be |shared |among |all |locations |in |a |globalized |organization. |
Acquisitions |in |other |countries |could |make |an |organization |multinational, |but |to |become |a |
truly |globalized |organization, |ideas, |goods, |and |products |must |flow |in |many |directions.
Which |best |describes |a |company |with |a |polycentric |approach |to |globalization? |- |CORRECT |
ANSWER✔✔-Local |cultural |norms |are |understood |and |implemented |locally. |In |the |polycentric |
orientation, |entities |are |allowed |a |large |measure |of |independence |as |long |as |they |are |
profitable |and |may |adapt |to |local |culture |and |legal |compliance |as |needed.
How |does |an |understanding |of |Perlmutter's |orientations |provide |HR |with |a |blueprint |for |
developing |effective |global |staffing |strategies? |- |CORRECT |ANSWER✔✔-Staffing |strategies |
need |to |include |an |understanding |of |the |relationship |between |headquarters |and |subsidiaries.
Which |situation |is |most |likely |to |cause |reverse |culture |shock? |- |CORRECT |ANSWER✔✔-
Repatriation |without |enough |notice.A |multinational |corporation |is |hiring |skilled |workers |who |
have |left |their |countries |because |of |civil |unrest |and |natural |catastrophes. |In |some |cases |as |
many |as |a |hundred |new |employees |may |have |emigrated |from |the |same |or |neighboring |towns.
