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| Section | Objectives |
|---|---|
| Risk Management | |
| Total Rewards | |
| Learning and Development | |
| Talent Planning and Acquisition | |
| Employee Relations and Engagement | |
| Leadership and Strategy |
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NEW QUESTION # 209
The most common reason for the failure of organizational-change initiatives is which of the following?
Answer: D
Explanation:
Answer option B is correct.The most common reason for the failure of change initiatives is that people were not prepared for the change and given time to assimilate the reasons for the change. Failing to communicate a change in strategic direction (C) as the basis for organization changes in and of itself will not lead to failure of a change initiative. Leaders who do not support change (D) do have an influence on employees, but that factor alone is not the most common reason for failure. The absence of a training system (A) may negatively impact the change process, but it is not the most common reason for failure. Chapter: Human Resource Development Objective: Review Questions
NEW QUESTION # 210
The first action to take when adopting an organization-wide variable pay plan is to:
Answer: C
Explanation:
Before implementing avariable pay plan, the most critical strategic step is determining if the plan will achieve the intended result- that is,improve employee and organizational performance. All other decisions (like goal-setting or benchmarking) are secondary to establishingjustificationfor the program.
Extract from HRCI-aligned HR knowledge (Total Rewards andLeadership and Strategydomains):
SPHR requires HR to "evaluate compensation initiatives for alignment with strategic goals and performance improvement." The decision to implement variable pay must begin with acost-benefit and impact analysis, verifying thatperformance incentives lead to measurable productivity or behavioral outcomes.
NEW QUESTION # 211
During the organization of a union, it's possible that the union will gain recognition from the management. The management is then obliged to give the NLRB a list of employees who are eligible to vote in the unionization election. What is the name of the list of such employees called?
Answer: D
Explanation:
Reference: PHR Exam Prep, Pearson Education, ISBN: 978-0-7897-3677-2. Chapter Seven: Employee and Labor Relations. Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-44149-4, Section III, The US HR Body of Knowledge.
Chapter: Employee and Labor Relations
Objective: Union Organization
NEW QUESTION # 212
Which of the following allows employees to work at home and connect to the office electronically?
Answer: D
Explanation:
Answer option A is correct.
Chapter: Workforce Planning and Employment
Objective: Strategic Workforce Planning
NEW QUESTION # 213
While going through a merger, what is the best way to retain employees with critical skill sets?
Answer: A
Explanation:
The most effective way to retain employees with critical skill sets during a merger is to utilize retention bonuses (B). At the SPHR level, retention bonuses are recognized as a targeted, short-term incentive designed specifically to reduce flight risk during periods of uncertainty.
Mergers create anxiety about job security, role changes, and future direction. Retention bonuses provide a clear financial incentive for key employees to remain through defined transition milestones, protecting deal value and operational continuity.
Stay interviews (A) are useful diagnostic tools but do not provide a tangible retention incentive. Flexible schedules (C) may support engagement but are insufficient alone during high-risk transitions. Non-compete agreements (D) restrict post-employment activity but do not motivate employees to stay.
SPHR exam content emphasizes that retention strategies during MandA must be proactive, targeted, and time-bound, with retention bonuses being the most effective mechanism for critical talent.
Reference:
HRCI SPHR Exam Content Outline - Functional Area: Leadership and Strategy (MandA retention; change management).
HRCI SPHR Study Guide - Retention strategies for key talent during mergers.
NEW QUESTION # 214
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