In selecting a new human resource information system (HRIS), what is the first step in the process?

• A. Determine if the selection process will be conducted by a consultant or internal resources.
• B. Collect quotes and proposals from prospective HRIS vendors.
• C. Determine the available budget.
• D. Define organizational needs versus wants in a new system.

A newly hired chief human resource officer (CHRO) discovers a flaw in the time-keeping policy that allows senior executives to receive full salaries and benefits without working the expected full-time hours. The CHRO reviews corporate data and identifies three senior executives in the sales department who regularly worked half the expected full-time hours for the past two years. The CHRO also discovers that the sales department has the lowest levels of employee engagement and morale across the corporation. However, the CHRO knows these three senior executives have been with the corporation for over a decade and have established strong alliances with the CEO. The CHRO presents the issue to the CEO and learns the CEO was unaware of the flaw in the policy. The CHRO and CEO agree to discuss the issue during the next executive team meeting.
During the executive team meeting, the sales department senior executives make allegations about the CHRO's professional qualifications that the CHRO knows are false. Which action should the CHRO take?

• A. Invite the sales department senior executives to meet with the CHRO after the executive team meeting to discuss the allegations.
• B. Request that the sales department senior executives provide tangible evidence that supports the allegations.
• C. Advise the sales department senior executives to behave in a professional manner.
• D. State that the allegations made by the sales department senior executives are not true.

A former assistant manager was promoted to lead his own department. One of his first goals is to get to know his team and find out ways to motivate individual employees. What can the manager do to motivate one of his employees who he regards as affiliation-oriented?

• A. Create a flexible work environment.
• B. Create a collaborative work environment.
• C. Create an innovative work environment.
• D. Create a competitive work environment.

A nonprofit health care facility conducts an engagement and culture survey, and the results indicate that employees throughout the organization believe leadership engages in favoritism by providing unequal opportunities for staff. General perceptions of the company's culture are poor, and many employees report intentions to leave their jobs. Several additional concerning findings are isolated to the philanthropic department, which is responsible for acquiring donors and securing charitable partnerships. Employees from this department report poor working relationships among staff, including gossiping and bullying among co-workers. Although the leadership team is aware of the poor working relationships in the philanthropic department, they have not asked the department director to address the issues because of the department's outstanding performance in recent years. However, after considering the recent survey results the leadership team decides to initiate a project to address the culture issues at the facility overall and within the philanthropy department specifically. The operations VP will oversee the project and ask an HR business partner (HRBP) to lead the project. The VP of operations requests that the HRBP collect additional survey data and conduct focus groups during the first phase of the project.
Although the leadership team initiated the project, a few members express concerns that the project is not a good use of the facility's funds. They are skeptical that the project will lead to any tangible benefits for the facility. Which action should the HRBP take to address the leadership team's opposition to the project?

• A. Compile case studies of real-world examples where poor company culture resulted in organizational failure.
• B. Justify the investment in the project by highlighting the return on investment in relation to costs of turnover.
• C. Provide examples of steps the facility may choose to take to improve company culture during later phases of the project.
• D. Finish gathering data for the project before addressing the leaders' concerns.