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.
Some members of the leadership team provide the HRBP with a list of employees that they think would be good participants for the focus groups. These leaders are adamant that the HRBP should draw participants from the list. Which action should the HRBP take?

• A. Conduct one focus group with the recommended employees and one with randomly selected employees.
• B. Inform the leaders that HR will follow best practices when selecting focus group participants.
• C. Remind the leaders that the operations VP asked the HRBP to lead the project.
• D. Explain to the leaders why using only employees from the list might exclude important perspectives.

During an initial client meeting for a consulting project which is key to ensuring a successful engagement?

• A. Understanding the limits of one's own expertise
• B. Understanding the client organization's culture
• C. Setting mutual project-related expectations
• D. Planning the timeline and scope of the project

An oil and gas company that operates globally signs an agreement to shift the operations part of the business to another organization. As a result, the company must lay off several employees. Some of the employees that must be laid off are working at headquarters while others are currently assigned to another country to support operations in the field. An HR director is tasked with developing a plan for communicating and executing the layoffs.
What should the HR director do to ensure that there is a successful transfer of knowledge from the displaced employees to those who will be retained after the layoffs?

• A. Tell the displaced employees that they will be offered training and job placement services if they help with the transition.
• B. Explain to the displaced employees that they will be provided with a favorable reference in exchange for their cooperation.
• C. Tell the displaced employees that helping with the transition will provide more time to find a job while still receiving compensation.
• D. Require the displaced employees to sign a contract that affirms that they will stay with the company during the transition.

Assuming you were given the budget for the mentoring program, you finalize the details and launch the program. So far, you've had plenty of mentors and mentees who are eager participants. What is the LEAST important consideration when pairing mentors and mentees?

• A. The mentor and mentee,s preference of match
• B. Similar career aspirations and field of work
• C. Similar goals for the mentoring relationship
• D. The seniority and experience level of the mentor