A global manufacturing organization is dealing with a high level of attrition among machine operators as well as difficulty recruiting machine operators at a recently acquired factory. The HR director is attempting to address the issue. During exit interviews, multiple employees mention they are leaving to take higher-paying jobs at other companies in the area. The HR director of the factory in that country believes that the company needs to raise the salaries of the machine operators to address this. The HR director contacts the chief human resource officer (CHRO) to discuss the need for a salary adjustment. The CHRO is located in another country and has never been to the country where the factory is located. The CHRO reviews the most recent salary study for the region and indicates that the salaries the company is paying are competitive with other companies in the region. The CHRO also says that due to recent increases in operating expenses and declines in revenue, it would be financially irresponsible to provide raises.
The HR director feels that the executive team located in another country, does not understand the nuances of the local culture and the way the factory operates. What should the HR director do?

• A. Record a webinar describing the aspects of the factor/ that the executive team needs to understand.
  C Email the executives inviting them to contact the HR director with any questions about the factory
• B. Conduct cultural sensitivity training for everyone on the executive team.
• C. Prepare a report describing the aspects of the factory that the executive team needs to understand.

The HR manager is asked to develop a sales incentive plan. What should he do first?

• A. Analyze the current sales performance of individual stores and associates, and benchmark it against market data for other retail stores.
• B. Develop an incentive program with monetary as well as nonmonetary sales incentives.
• C. Communicate the new sales incentive plan to associates and address their questions and concerns.
• D. Conduct a series of sales trainings to increase the product knowledge and sales abilities of the associates.

A rapidly growing technology start-up company with 200 employees forms a new team to handle recruitment for the company that is independent of the HR team. The recruitment team does not have any specific guidelines for hiring. The HR director wants to establish guidelines to prevent the theft of intellectual property and insists that the recruitment team begin conducting background checks to verify applicants' criminal histones. The recruitment director feels that background checks create unnecessary delays and that the multiple interviews used to make selection decisions serve the same purpose as a background check.
Despite the HR director's insistence, the recruitment director continues to hire without conducting background checks. Which is the best action for the HR director to take to ensure that background checks are conducted?

• A. Ask the recruiting director to conduct background checks on a trial basis to determine how disruptive they are to the process.
• B. Ask a senior leader to mediate the disagreement and have the power to make the final decision.
• C. Meet with the recruitment director to discuss concerns and jointly develop ideas on how to find a compromise.
• D. Tell the recruitment director that HR will not process new hires unless that candidate has had a background check.

A company has grown into a midsize organization and has retained its legacy staff throughout the years.
Hiring has increased introducing a new demographic landscape and disrupting employee morale. Which is the most effective solution for the HR director to recommend?

• A. Establish an intergenerational mentoring program to increase collaboration.
• B. Evaluate training and development opportunities for employees with outdated skills.
• C. Offer longer-tenured employees early retirement packages comparable with the market.
• D. Conduct a job analysis evaluating whether employees remain qualified for jobs.