SHRM WEEK 6 HR structure and Function & Organizational Effective

An organization is adding an enterprise that requires a large number of highly knowledgeable and skilled workers. HR has noted the time required to fill open positions has increased because of the poor quality of applicants. How should HR advise management?

• Funds should be budgeted to outsource hiring to professional recruiting agencies.

  
  

• Wage costs will be higher because of the longer hiring time.

  
  

• The start of the new enterprise should be delayed.

  
  

• Budgets must include expanded training programs.

  
  

Answer explanation

Given the question, HR should advise management to include expanded training programs in their budgets. This is because the quality of applicants is poor, hence, these training programs will help to improve the skills and knowledge of the workers. This will also reduce the time required to fill open positions as the organization would not solely depend on hiring highly knowledgeable and skilled workers from outside.

After a period of steady growth, business has leveled off, and HR has been tasked with finding areas in which to cut costs. Which metric could be used to support a decision to outsource a function or area and decrease internal head count?

• Turnover costs

  
  

• Vacancy costs

  
  

• Human capital ROI

  
  

• Cost per hire

  
  

Answer explanation

In the given question, HR is looking to cut costs due to business stagnation. 'Vacancy costs' is the correct metric to consider for outsourcing, as it measures the cost of maintaining vacant positions. If these costs are high, it can indicate potential savings through outsourcing and reducing internal staff, thus supporting the decision.

Tags

NGSS.HS-ESS3-2

After completing a balanced scorecard for the HR function, a leader proposes revising the performance management system to require evidence of completed certifications and/or training every year. What area of the balanced scorecard is the leader focusing on?

• Financial

  
  

• Learning and growth

  
  

• Internal business processes

  
  

• Customers

Answer explanation

The leader is focusing on the 'Learning and growth' area of the balanced scorecard. The proposal to require evidence of completed certifications and/or training every year emphasizes development, learning and improvement, which are key aspects of the 'Learning and growth' perspective. The other options - 'Financial', 'Internal business processes', and 'Customers' - do not directly relate to the training and certification requirements.

The vice president of HR is participating in a strategy-setting session with senior management and functional leaders across the organization. What is the most useful role HR can play in this situation?

• Being aware of the strengths and weaknesses of other business functions’ business processes

  
  

• Identifying and communicating potential challenges and opportunities related to human capital

  
  

• Providing financial and performance data about the organization’s workforce

  
  

• Providing detailed information to the group on HR’s structure and capabilities

  
  

Answer explanation

In a strategy-setting session, the HR's role isn't just about being aware of other functions' processes or providing details of HR's structure. Instead, it's about how they can affect the organization's human capital. Thus, identifying and communicating potential challenges and opportunities related to human capital is the most useful role HR can play.

Which best provides an overview tying HR department objectives and performance to an organization’s strategic business goals?

• Balance sheet

  
  

• SWOT (strengths, weaknesses, opportunities, and threats) analysis

  
  

• Balanced scorecard

  
  

• Employer value proposition

  
  

Answer explanation

The 'Balanced scorecard' is the best option to tie HR department objectives and performance to an organization’s strategic business goals. This tool allows organizations to track financial results while monitoring progress in building the capabilities and acquiring the intangible assets they need for future growth. This makes it more suitable than the other options which don't necessarily link HR and strategic business goals.

As HR’s role becomes more strategic, how must HR executives transform their skill sets?

• By deepening their understanding of the organization’s business, internal partners, and external business factors

  
  

• By managing transactional activities and responsibilities that continue to be central to the HR function

  
  

• By creating the organization’s overall business strategy and aligning it with the HR function’s capabilities

  
  

• By formulating the goals of internal business partners and aligning them with the organization’s strategic objectives

  
  

Answer explanation

As HR roles become strategic, it is essential for HR executives to manage transactional activities and responsibilities, which remain central to the HR function. This transformation in their skill sets will enable them to effectively contribute to the strategic role while also handling their fundamental HR responsibilities.

What is a key responsibility of the operations function in an organization?

• Deciding which features and benefits will appeal to customers

  
  

• Communicating the benefits of the product to customers

  
  

• Determining the ability of the company to meet product demand

  
  

• Ensuring that the product is priced profitably

  
  

Answer explanation

The key responsibility of the operations function in an organization is largely about the efficient and effective implementation of the policies and tasks needed to satisfy a firm's strategic objectives. Among the options given, the most closely related to this function is the ability to determine the company's capacity to meet product demand, which involves assessing resources, production processes and supply chain management.

Which organization is using a dedicated HR model structure?

• Centers of excellence provide services to internal clients, charge fees to other functions, and offer expertise.

  
  

• Headquarters HR specialists craft policies, and HR generalists in divisions or locales implement and adapt them as needed.

  
  

• Headquarters articulates values and develops HR tools, and HR functions embedded in business units develop local policies and practices.

  
  

• Each country or unit supplements its resources from a menu of shared services, resulting in consolidation of functions.

  
  

Answer explanation

The question asks about the organization that uses a dedicated HR model structure. The correct answer is 'Headquarters articulates values and develops HR tools, and HR functions embedded in business units develop local policies and practices.' This indicates that the organization's headquarters is responsible for establishing the values and development of HR tools, while HR functions located within business units are tasked with developing local policies and practices.

What is the name of Ulrich and Brockbank’s alternative structural model that is frequently used in organizations with multiple business units?

• Functional model

  
  

• Shared services model

  
  

• Dedicated

• Centralized model

  
  

Answer explanation

The question asks about the alternative structural model developed by Ulrich and Brockbank used in organizations with multiple business units. The correct answer is 'Shared services model'. This model is often used in such organizations to consolidate the same functional services, thus reducing costs and providing better service to internal customers.

Which organizational change would be most effective in aligning the talent selection process with HR’s strategic mission to provide service to internal customers?

• Upgrading the HRIS.

  
  

• Reviewing and revising the organizational structure.

  
  

• Reviewing HR’s mission and values with all staff members.

  
  

• Developing a service level agreement with hiring managers.