BUSMHR 3200 EXAM 1 OSU INKS QUESTIONS – 100%
CORRECT ANSWERS VERIFIED 2025 || 100%
GUARANTEED PASS <RECENT VERSION>
Chapter 1: The Foundations of Strategic Talent Management
1. What is the primary goal of Strategic Talent Management?
a) To minimize labor costs
b) To administer payroll and benefits
c) To attract, develop, and retain people with the required skills to execute company
strategy
d) To ensure strict compliance with all labor laws
2. The philosophy of "talent quality vs. talent cost" suggests that:
a) The cheapest talent is always the best for the bottom line.
b) Investing in higher-quality talent can generate a higher return than the cost savings of
cheaper talent.
c) Talent cost should be the primary factor in all hiring decisions.
d) Quality and cost are always inversely related.
3. According to the "war for talent" concept, what is a key challenge for modern
organizations?
a) A surplus of highly qualified candidates for every role.
b) Intense competition to attract and retain high-performing employees.
c) The complete automation of all job functions.
d) Government regulations limiting hiring.
4. Human Capital is best defined as:
a) The financial resources allocated to the HR department.
b) The stock of knowledge, skills, and abilities embedded in an organization's people.
c) The physical assets owned by the company.
d) The market value of the company's stock.
5. An "HR System" is effective when its elements are:
a) Independently managed by different departments.
b) Complex and difficult for competitors to understand.
c) Consistent and reinforcing of each other (aligned).
d) Focused solely on legal compliance.
, Chapter 2: The Evolution and Strategy of HR
6. The strategic role of HR that focuses on administrative tasks like payroll and benefits is
known as:
a) Strategic Partner
b) Employee Champion
c) Administrative Expert
d) Change Agent
7. What does it mean for HR to be a "strategic partner"?
a) It outsources all its functions to a third-party vendor.
b) It focuses only on long-term planning, ignoring daily operations.
c) It is involved in shaping business strategy and designing HR systems to execute it.
d) It represents employees in negotiations with management.
8. The Ulrich HR Model includes all the following roles EXCEPT:
a) Change Agent
b) Administrative Expert
c) Financial Auditor
d) Strategic Partner
9. HR metrics are crucial because they:
a) Replace the need for managerial judgment.
b) Provide data to evaluate the effectiveness of HR initiatives.
c) Are only used for annual reporting.
d) Focus exclusively on employee satisfaction.
10. The concept of "HR Alignment" means that HR practices should be designed to:
a) Mimic the practices of the industry leader.
b) Support the specific business and corporate strategies of the organization.
c) Be identical across all departments for fairness.
d) Remain unchanged to provide stability.
Chapter 3: Business & Corporate Strategy
11. A company's strategy is fundamentally about:
a) Creating a detailed budget for the next fiscal year.
b) Achieving a sustainable competitive advantage.
c) Writing a mission and vision statement.
d) Maximizing short-term quarterly profits.
CORRECT ANSWERS VERIFIED 2025 || 100%
GUARANTEED PASS <RECENT VERSION>
Chapter 1: The Foundations of Strategic Talent Management
1. What is the primary goal of Strategic Talent Management?
a) To minimize labor costs
b) To administer payroll and benefits
c) To attract, develop, and retain people with the required skills to execute company
strategy
d) To ensure strict compliance with all labor laws
2. The philosophy of "talent quality vs. talent cost" suggests that:
a) The cheapest talent is always the best for the bottom line.
b) Investing in higher-quality talent can generate a higher return than the cost savings of
cheaper talent.
c) Talent cost should be the primary factor in all hiring decisions.
d) Quality and cost are always inversely related.
3. According to the "war for talent" concept, what is a key challenge for modern
organizations?
a) A surplus of highly qualified candidates for every role.
b) Intense competition to attract and retain high-performing employees.
c) The complete automation of all job functions.
d) Government regulations limiting hiring.
4. Human Capital is best defined as:
a) The financial resources allocated to the HR department.
b) The stock of knowledge, skills, and abilities embedded in an organization's people.
c) The physical assets owned by the company.
d) The market value of the company's stock.
5. An "HR System" is effective when its elements are:
a) Independently managed by different departments.
b) Complex and difficult for competitors to understand.
c) Consistent and reinforcing of each other (aligned).
d) Focused solely on legal compliance.
, Chapter 2: The Evolution and Strategy of HR
6. The strategic role of HR that focuses on administrative tasks like payroll and benefits is
known as:
a) Strategic Partner
b) Employee Champion
c) Administrative Expert
d) Change Agent
7. What does it mean for HR to be a "strategic partner"?
a) It outsources all its functions to a third-party vendor.
b) It focuses only on long-term planning, ignoring daily operations.
c) It is involved in shaping business strategy and designing HR systems to execute it.
d) It represents employees in negotiations with management.
8. The Ulrich HR Model includes all the following roles EXCEPT:
a) Change Agent
b) Administrative Expert
c) Financial Auditor
d) Strategic Partner
9. HR metrics are crucial because they:
a) Replace the need for managerial judgment.
b) Provide data to evaluate the effectiveness of HR initiatives.
c) Are only used for annual reporting.
d) Focus exclusively on employee satisfaction.
10. The concept of "HR Alignment" means that HR practices should be designed to:
a) Mimic the practices of the industry leader.
b) Support the specific business and corporate strategies of the organization.
c) Be identical across all departments for fairness.
d) Remain unchanged to provide stability.
Chapter 3: Business & Corporate Strategy
11. A company's strategy is fundamentally about:
a) Creating a detailed budget for the next fiscal year.
b) Achieving a sustainable competitive advantage.
c) Writing a mission and vision statement.
d) Maximizing short-term quarterly profits.
