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SHRM SHRM-SCP Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Behavioral Competencies- Critical Evaluation
- Global and Cultural Effectiveness
- Leadership and Navigation
- Communication
- Ethical Practice
- Consultation
- Relationship Management
Topic 2: HR Knowledge Domain: PeopleApprox. 34%- Total Rewards
- Learning and Development
- Talent Acquisition and Retention
- Employee Engagement and Retention
- HR Strategic Planning
Topic 3: HR Knowledge Domain: WorkplaceApprox. 38%- Corporate Social Responsibility
- US Employment Law and Regulations
- Risk Management
- HR Technology and Data
Topic 4: HR Knowledge Domain: OrganizationApprox. 28%- Employee and Labor Relations
- Workforce Management
- Organizational Effectiveness and Development
- Structure of the HR Function

SHRM Senior Certified Professional (SHRM-SCP) Sample Questions:

A start-up company specializing in technology is acquired by a larger international organization located in a foreign country. Following the acquisition, a manager from the international company schedules a virtual social hour so employees on the manager's team can bond outside of work hours. During the virtual social hour, employees from the start-up experience difficulties understanding the international employees due to language barriers. An employee from the start-up writes an inappropriate comment making fun of how the international employees speak intending to send it to a co-worker but accidentally sends the message to the whole team. The manager reports the employee's behavior to an HR specialist, who documents the incident. A few weeks later the HR specialist receives an email from the employee who sent the message indicating that the employee's manager is acting hostile toward the employee, and the employee's manager mentioned that the international company should never have acquired the start-up.
The HR specialist is concerned the manager's negative comment about the acquisition will lead to other employees having negative opinions about the acquisition. Which action should the HR specialist take to address this concern?

  • A. Suggest that any employees who are anxious about the acquisition talk to HR about their concerns.
  • B. Coach the manager regarding effective communication options.
  • C. Ask the manager how many others saw the comment to understand how disruptive the comment might be.
  • D. Inform senior leadership that managers are sharing negative comments about the acquisition.
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Correct Answer: B  🗳️

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A small organization recently hired a new CEO with a strong marketing background. The CEO establishes a new sales approach focused on expanding business opportunities through the creation of new products, which will be marketed and sold by the sales force. The CEO believes her effectiveness is impaired by having too many direct reports. The CEO meets with the CFO and HR director. They decide to reduce the CEO's number of direct reports to those most relevant to the CEO's vision for the organization. The remaining employees are reassigned to the CFO who already oversees a team of three. This change allows the CEO to more effectively focus on the vision HR releases a memo informing employees of the change in reporting structure.
The CFO proposes a plan to improve process efficiency within the organization and asks the HR director to implement it. Some employees dislike the plan and refuse to follow it. What should the HR director do?

  • A. Focus on telling the employees about the benefits of implementing the plan.
  • B. Hold a meeting with employees and listen to their concerns about the plan.
  • C. Conduct interviews with the employees who are refusing to follow the plan.
  • D. Invite the CFO to reinforce the need for employees to follow the plan.
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Correct Answer: B  🗳️

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What tasks needs to be performed continuously throughout the entire risk management process?

  • A. Reevaluate and direct
  • B. Monitor and review
  • C. Engage and motivate
  • D. Invest and set direction
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Correct Answer: B  🗳️

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The HR manager presents an attrition analysis to the executive leadership team and highlights training interventions and job rotations as action items to prevent high-performers from leaving the organization. What type of analysis is described?

  • A. Prescriptive
  • B. Cognitive
  • C. Predictive
  • D. Descriptive
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Correct Answer: A  🗳️

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The marketing department at a large financial services company chooses five high-performing staff members every year to receive a performance award, which includes a monetary reward and recognition at an end-of-year meeting. Employees are chosen by managers in the marketing department. Each manager nominates two direct reports, and then all managers meet as a group to discuss nominees until a consensus is reached. The names of the winners are given to HR for final approval. The marketing department is preparing to begin this year's nomination process. There have been repeat winners in each of the last three years. A marketing employee files a complaint with the HR director about favoritism in the award process.
Additionally, the employee points out that newer employees rarely win the award, which lowers their morale.
New employees tend not to win because they spend a couple of years training and shadowing experienced employees before receiving tasks to perform independently.
How should the HR director minimize the perception of favoritism in the selection process?

  • A. Create a policy that prohibits an employee from winning the award more than two years in a row.
  • B. Send an annual email to managers reminding them to be fair and objective.
  • C. Hide employee names on nomination forms during the review and consensus discussion.
  • D. Allow non-managerial employees to nominate two peers for the performance awards.
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Correct Answer: C  🗳️

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