An organization increased its workforce by 50% over the past six months, and 90% of the positions were filled by employees working remotely. Which action best supports the organization's increased workforce?

• A. Coaching midlevel leadership on how to reduce the sense of isolation
• B. Including a technology proficiency requirement in job descriptions
• C. Ensuring that all remote employees acknowledge job expectations
• D. Providing on-demand computer training for the employees

In a leadership team meeting, the HR director of a car manufacturing company suggests the company should collaborate with its competitors to provide financial support for research on renewable energy sources. Which business strategy for sustainability is best illustrated by this suggestion?

• A. Defensive
• B. Isolated
• C. Transformational
• D. Embedded

Which HR strategy should have the greatest impact on promoting a culture that embraces corporate social responsibility (CSR) and corporate philanthropy?

• A. Incorporate CSR concepts into learning and development programs.
• B. Conduct a survey on employee views of CSR and specifically target corporate philanthropy.
• C. Use CSR initiatives to recruit, develop, engage, and retain employees.
• D. Build a strong partnership with corporate CSR leaders to make HR's efforts more visible.

A small company in the energy industry has a policy that states that employees who work overtime hours will be compensated with leave rather than with cash. Due to the nature of the industry, overtime work is common for employees who work in departments within the company's core areas of operations. Employees throughout the company have been unhappy with this policy for many years, but have remained willing to work overtime hours when asked. However, managers are becoming increasingly reluctant to approve the leave that employees have earned because it leads to staffing shortages. As a result, more and more employees are refusing to work overtime hours. Senior leaders ask the company's HR business partner (HRBP) to investigate the problem further and to provide a solution. Senior leaders accept a recommendation from the HRBP to amend the current overtime policy to provide overtime pay to employees in the core areas of operations.
Because they work so little overtime no change is recommended for employees in the administrative areas.
The administrative employees complain that the new policy is unfair. What should the HRBP do?

• A. Conduct a salary review for administrative staff to ensure they are being paid competitively.
• B. Invite administrative employees to discuss their concerns with HR.
• C. Meet with administrative employees to address their concerns and explain the rationale behind the business decision.
• D. Tell the administrative employees that they should document their grievances in writing so that HR can formally present their complaints to the company's senior leaders

After meeting with each of the on-site team members, the manager and HR representative discover that some of the miscommunications likely stem from the differences in life experiences and expectations that come with team members being from different generations. How should the manager most effectively coach a multigenerational workforce?

• A. Assign tasks that align with the generational strengths of each employee, such as computerwork for the younger employee and mentoring roles for the older employees.
• B. Observe team meetings and when miscommunication arises, mediate the conversation toaid each team member in better understanding the other.
• C. Determine each team members individual strengths and challenges through individualcoaching sessions and set goals for each individual to use his or her strengths to contributeto the team.
• D. Assign projects that force each team member to work one-on-one with the other in order tofast-track communication strategy development.