An HR department at a midsize company hosts regular manager meetings to provide updates regarding company structure practices, and policies. During the recent meeting, the HR director notified all managers of the company's new code of conduct policy and plans for an upcoming training about the policy. The policy explicitly states that managers must not form personal relationships with their direct reports. The HR director explains that the policy was created because concerns about fairness related to promotions and rumors about favoritism were beginning to cause conflict within some departments. Some of the managers express that training is not necessary, but they all agree to attend it. A few days after the training, the HR director receives a complaint from an HR employee who claims to have seen a manager and one of the manager's direct reports at a restaurant. The HR director was already concerned about this manager's judgment because the manager approved a promotion for the same direct report even though the direct report has documented performance-related issues. The HR director discusses the issue with the manager. In response, the manager criticizes the new policy and insists the relationship did not impact the direct report's promotion recommendation. The manager also states that the training was unclear and that other managers have the same opinion.
Which action should the HR director take first to reduce favoritism from managers when making promotion decisions in the future?

• A. Remind managers in writing of the company's expectations for fair employee treatment.
• B. Collaborate with managers to develop objective criteria for promotion decisions.
• C. Mandate that managers provide comprehensive justification for promotion.
• D. Hire an external consultant to further tram managers on the code of conduct and ethical practice.

After witnessing an employee violation, a manager discusses the violation with HR and other managers before preparing a documented description. The manager informs the employee of the disciplinary action at a performance appraisal meeting. What is the mam problem with the manager's procedure?

• A. Feedback should be provided immediately after the violation.
• B. The manager breached confidentiality by discussing it with other managers.
• C. The employee should be given the opportunity to respond.
• D. There should be at least two witnesses to the violation.

In a meeting with the upper management team, opinions are voiced that the company should resist change and stick to the old ways that have been working for so many years. The CEO and the CHRO meet separately after this meeting to discuss how to move forward. The CEO is concerned that the company does not have leaders with experience in the renewable energy sector or the ability to lead related change initiatives. What initial suggestion should the CHRO make?

• A. Conduct an assessment of the current talent within the organization, and forecast whichtalent will be needed to determine hiring and training needs.
• B. Develop leadership training seminars to prepare the managers for leading changeinitiatives.
• C. Review the performance of each manager, and suggest which managers should beterminated because they are unlikely to support the upcoming change initiative.
• D. Start building a talent pool and hiring managers with knowledge in the renewable energysector.

How would you go about preventing this from happening in the future?

• A. In new hire orientation, conduct ethics training and threaten criminal prosecution if an employee is caught stealing.
• B. Remove the temptation-request that customers secure their valuables prior to a visit from one of your employees.
• C. Conduct a thorough background check before hiring, and reject anyone with a criminal record.
• D. Pair up employees who visit customer homes so that they can hold each other accountable.

What is an important part of administering an employee survey to avoid employees becoming disappointed and disengaged?

• A. Using online surveys for higher response rates
• B. Communicating the results to the employees
• C. Conducting surveys at regular intervals, for example, annually
• D. Asking primarily open-ended questions in the survey