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The HR team checks in with the different sales teams to gather feedback on implemented changes as a result of the expansion efforts. Although most teams give positive feedback, one team displays low employee morale. To find out more, the HR team conducts interviews with representatives from this team. They find out that the sales team manager of ten makes inappropriate comments and derogatory remarks about older employees. The HR business partner reports these findings to the head of sales. In their discussion, the head of sales urges the HR business partner to not upset the team manager because he has close relationships with major accounts that the company cannot afford to lose. What should the HR business partner do next?

• A.Provide coaching and training to the manager to improve his communication andleadership style.
• B.Keep a close eye on the manager to see if further incidences occur.
• C.Recommend hiring additional sales staff to decrease stress and pressure on the team.
• D.Report the findings to the CEO, conduct an investigation, and take the necessary steps tostop the manager,s behavior.

According to the Thomas-Kilmann Conflict Mode Instrument chart, as the importance of a goal/ assertiveness and the importance of a relationship/cooperation both increase, an ideal conflict resolution style is "collaborating." Under the same model, as the importance of a goal/ assertiveness increases and the importance of a relationship/cooperation is minimal, what is the likely response?

• A.Compromising-let,s make a deal"
• B.Avoiding-WI don,t want to deal with it"
• C.my way or the highway"
• D.Accommodating-,Whatever you want is 0K with me"

What is a "top-heavy" 401 (k) plan?

• A.A plan with less than 60% participation by non-highly compensated employees
• B.A plan with an average deferral by highly compensated employees at 2% greater than non-highly compensated employees
• C.A plan with greater than 60% of its total value in the accounts of "key" employees
• D.A plan with more than 60% participation by executives

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.Review the performance of each manager, and suggest which managers should beterminated because they are unlikely to support the upcoming change initiative.
• C.Start building a talent pool and hiring managers with knowledge in the renewable energysector.
• D.Develop leadership training seminars to prepare the managers for leading changeinitiatives.

Which process should the HR manager use to identify employees' developmental needs and readiness for future roles?

• A.Succession planning
• B.Performance reviews
• C.Workforce planning
• D.Talent reviews