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Alle 15 spørgsmål i overblik

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1. 1. A vice president asks you to change the date on a performance improvement plan so it looks like it was issued before the employee raised a pay complaint. The performance concerns themselves are genuine. What should the HR professional do first?

   • A. Make the change, since the VP owns the document and the concerns are real
   • B. Ask the employee whether they would agree to the earlier date
   • C. Decline to change the date, explain plainly why altering a record creates far more risk than it removes, and offer to document the performance concerns accurately from today
   • D. Say nothing to the VP and report the request straight to the board
   Vis svar og forklaring

   Svar: C. Decline to change the date, explain plainly why altering a record creates far more risk than it removes, and offer to document the performance concerns accurately from today

   Ethical Practice expects HR to be the person who will not falsify a record, and this is one of the clearer lines in the whole BASK. Backdating turns a defensible performance case into evidence that the employer retaliated, which is the opposite of what the VP wants. Going silently over the VP's head on a first request skips the step that usually solves the problem, which is telling them what is wrong and giving them a legitimate route. Escalate if the request is repeated or if the record has already been altered.

2. 2. In a total rewards framework, health insurance, retirement contributions and paid leave are examples of:

   • A. Direct compensation
   • B. Variable pay
   • C. Indirect compensation
   • D. Differential pay
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   Svar: C. Indirect compensation

   Direct compensation is money paid to the employee for the work itself: base pay, overtime, commissions and bonuses. Indirect compensation is everything else of value the employer provides, which is mostly benefits. Total rewards then adds the non-monetary side as well, such as development, recognition and flexibility. That is why a raise is not the only lever available when a good employee starts looking around.

3. 3. A hiring manager tells you she wants to skip the interview guide for the final round and go on instinct, because she has hired well for years. What is the best first response?

   • A. Agree, because the hiring decision belongs to the manager
   • B. Explain that a structured interview predicts performance better and is far easier to defend later, and hand her a short guide built around the job's actual requirements
   • C. Tell her that unstructured interviews are illegal
   • D. Report the conversation to her director
   Vis svar og forklaring

   Svar: B. Explain that a structured interview predicts performance better and is far easier to defend later, and hand her a short guide built around the job's actual requirements

   Structured interviews, where every candidate gets the same job-related questions and answers are rated against agreed criteria, predict job performance better than free-form conversation and leave a record you can explain months later. Instinct is exactly where similarity bias does its damage. Notice that the option overstating the law is wrong: an unstructured interview is not illegal by itself, it just makes a discrimination claim much harder to defend. Consultation is about influencing with evidence and making the better path the easy one to take.

4. 4. A company checks whether managers are actually using the coaching skills from a training program once they are back at work. In the Kirkpatrick model, that is which level of evaluation?

   • A. Level 1, reaction
   • B. Level 2, learning
   • C. Level 3, behavior
   • D. Level 4, results
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   Svar: C. Level 3, behavior

   Level 1 asks whether people liked the program, level 2 whether they learned it, level 3 whether they do it on the job, and level 4 whether a business outcome moved. Most organizations stop at levels 1 and 2 because those data are easy to collect in the room. Level 3 is where transfer of training either happens or quietly fails, and it usually depends on whether the participant's own manager reinforces the new behavior afterward.

5. 5. At a private sector employer in the United States with no union, two employees compare their pay in a group chat and agree to ask for raises together. Their manager wants to discipline them for discussing salary. As a general matter under the National Labor Relations Act:

   • A. This is usually protected concerted activity, and disciplining them for it is risky whether or not a union is present
   • B. It is protected only if the workplace is unionized
   • C. It is not protected, because pay is confidential company information
   • D. It is protected only for employees covered by a collective bargaining agreement
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   Svar: A. This is usually protected concerted activity, and disciplining them for it is risky whether or not a union is present

   Section 7 of the NLRA protects employees who act together over pay and working conditions, and that protection reaches most private sector employees whether or not a union exists. Supervisors and some other groups fall outside it, and any real case turns on its own facts. Treat this as the widely accepted federal principle the exam tests, not as a ruling on your workplace. Nothing here is legal advice, and a live dispute belongs with counsel.

6. 6. What is a job analysis mainly for?

   • A. Judging whether an individual employee met their goals this year
   • B. Ranking employees against each other to split a merit budget
   • C. Setting the market pay rate for a role in a specific city
   • D. Establishing what the work actually requires, so the job description, the selection criteria and the pay grade all rest on the same evidence
   Vis svar og forklaring

   Svar: D. Establishing what the work actually requires, so the job description, the selection criteria and the pay grade all rest on the same evidence

   Job analysis studies the work itself: the tasks, the responsibilities and the knowledge and skills needed to perform them. Its output feeds the job description, the interview questions, the performance standard and the job evaluation, which is why a sloppy job analysis quietly damages everything downstream. Market pricing comes later, once you know what the job is. Performance appraisal is about the person, not about the job.

7. 7. Quarterly numbers show voluntary turnover has gone from 9 percent to 15 percent. The COO wants a company-wide retention bonus announced next week. What should the HR professional do first?

   • A. Build the bonus, because the COO has decided and speed matters
   • B. Break the number down by function, tenure, manager and location, pull the themes out of exit and stay interviews, and then recommend a response
   • C. Benchmark competitor pay and propose an across-the-board increase
   • D. Wait for next quarter's data to see whether the trend holds
   Vis svar og forklaring

   Svar: B. Break the number down by function, tenure, manager and location, pull the themes out of exit and stay interviews, and then recommend a response

   One company-wide number hides where the loss actually is. Turnover concentrated in a single team under a single manager, or in the first 90 days, needs a completely different fix from turnover spread evenly across a job family the market is repricing. Analytical Aptitude on this exam is mostly this discipline: segment the data and find the driver before anyone spends money. Waiting is also wrong, because the ask already has a cost attached to it.

8. 8. Under the balance sheet approach to expatriate compensation, the aim is to:

   • A. Keep the assignee's purchasing power roughly equal to what it was at home, with allowances covering the cost differences of the host location
   • B. Pay the assignee the going local rate in the host country, the same as a local hire
   • C. Pay every assignee on one global scale regardless of home or host country
   • D. Convert the assignee to a contractor for the length of the assignment
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   Svar: A. Keep the assignee's purchasing power roughly equal to what it was at home, with allowances covering the cost differences of the host location

   The balance sheet approach starts from the home country base, then adds or offsets housing, goods and services, and tax differences so the move neither punishes nor enriches the person. The main alternative is host based pay, which localizes the assignee and is usually cheaper for moves into lower cost countries. Which one fits depends on the direction of the move and how long the assignment runs. Tax, social security and immigration rules differ by country, so a real assignment needs local advice.

9. 9. A vendor offers an AI tool that reads resumes and ranks applicants. Before HR rolls it out, the most important thing to establish is:

   • A. Whether it integrates with the current applicant tracking system
   • B. How much recruiter time it saves per requisition
   • C. Whether candidates will be told that a machine is involved
   • D. Whether its output is job related and free of adverse impact against protected groups, and whether the vendor can show you the evidence
   Vis svar og forklaring

   Svar: D. Whether its output is job related and free of adverse impact against protected groups, and whether the vendor can show you the evidence

   A selection tool is a selection tool, whether a person or a model does the ranking, and the employer generally carries responsibility for what it does. Ask for validation evidence, an adverse impact analysis and a clear answer about what data trained the model, then monitor your own outcomes after go-live rather than trusting the vendor's deck. Integration and time saved are real considerations, and disclosure is now required in a growing number of jurisdictions, but both come after you know the tool is selecting on the job and not on a proxy for something else.

10. 10. The SHRM BASK sorts HR knowledge into three domains. Which of these functional areas sit in the People knowledge domain?

    Vælg alle, der passer.

    • A. Talent Acquisition
    • B. Total Rewards
    • C. Risk Management
    • D. Learning & Development
    • E. Technology Management
    • F. Corporate Social Responsibility
    Vis svar og forklaring

    Svar: A. Talent Acquisition, B. Total Rewards, D. Learning & Development

    The People domain holds HR Strategy, Talent Acquisition, Employee Engagement & Retention, Learning & Development and Total Rewards. Technology Management belongs to the Organization domain, alongside Structure of the HR Function, Organizational Effectiveness & Development, Workforce Management and Employee & Labor Relations. Risk Management and Corporate Social Responsibility belong to the Workplace domain. Knowing the map is worth real points, because your score report gives feedback by cluster and by domain, and you can only act on it if you know what lives where.

11. 11. You are running an internal investigation into a harassment complaint. Which of the following are sound practice?

    Vælg alle, der passer.

    • A. Interview the complainant, the respondent and any witnesses separately
    • B. Promise the complainant that nothing they say will be shared with anyone, ever
    • C. Write down what was found and the reasoning behind the conclusion
    • D. Ask the respondent's teammates to vote on whether the complaint seems fair
    • E. Consider interim measures, such as separating the two reporting lines, while the investigation runs
    Vis svar og forklaring

    Svar: A. Interview the complainant, the respondent and any witnesses separately, C. Write down what was found and the reasoning behind the conclusion, E. Consider interim measures, such as separating the two reporting lines, while the investigation runs

    You can promise discretion, but you cannot promise absolute confidentiality, because acting on a credible complaint almost always means telling someone. Separate interviews keep accounts from contaminating each other, contemporaneous documentation is what makes the outcome defensible a year later, and interim measures protect the complainant without prejudging the finding. A popularity vote is not evidence and it exposes the complainant. Procedure varies by employer and by jurisdiction, so follow your own policy and involve counsel early on serious matters.

12. 12. New hires are leaving inside their first 90 days. Which of these are most likely to help?

    Vælg alle, der passer.

    • A. A structured onboarding plan with clear goals for the first 30, 60 and 90 days
    • B. Realistic job previews during hiring, including the parts of the job people dislike
    • C. Raising the bonus target for employees with more than five years of service
    • D. Scheduled check-ins between the new hire and their manager during the first weeks
    • E. Extending the probationary period from three months to six
    Vis svar og forklaring

    Svar: A. A structured onboarding plan with clear goals for the first 30, 60 and 90 days, B. Realistic job previews during hiring, including the parts of the job people dislike, D. Scheduled check-ins between the new hire and their manager during the first weeks

    Early turnover is usually an expectations problem or a manager problem rather than a pay problem. Realistic job previews cost almost nothing and screen out mismatches before they become a bad hire, while structured onboarding and early manager contact address the two things new leavers report most: not knowing what good looks like, and not feeling connected to anyone. Rewarding long tenure does nothing for someone quitting in week six, and a longer probation changes the paperwork, not the experience.

13. 13. Complete the sentence.

    Under the federal Fair Labor Standards Act, an employee classified as _____ must be paid overtime for hours worked beyond 40 in a workweek. State law can be stricter, so check the rule where the employee actually works.

    Muligheder for felt 1: exempt, nonexempt, at-will, salaried

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    Svar: nonexempt

    Exempt and nonexempt describe overtime eligibility, not whether someone is paid a salary. An employee can be salaried and still be nonexempt, because the exemption tests look at the duties actually performed as well as at how the person is paid. Several states add daily overtime and their own duties tests, so a federal analysis on its own is not enough. This describes the general federal principle and is not legal advice.

14. 14. Complete the sentence.

    Job _____ establishes the relative internal worth of jobs within one organization, while a salary _____ shows what other employers pay for comparable work in the external market.

    Muligheder for felt 1: analysis, evaluation, enlargement, rotation

    Muligheder for felt 2: band, survey, structure

    Vis svar og forklaring

    Svar: evaluation, survey

    Job evaluation answers the internal equity question: how do these jobs rank against each other here. Salary surveys answer the external competitiveness question: what does the market pay for this work. A pay structure is built from both, which is why an employer can be internally fair and still lose people to the market, or pay above market and still have an internal equity fight on its hands.

15. 15. Complete the sentence.

    In workforce planning, a _____ analysis compares the workforce an organization has today with the workforce the strategy will need, and the difference is what the plan has to close.

    Muligheder for felt 1: gap, job, cost-benefit, regression

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    Svar: gap

    Workforce planning runs supply against demand: current headcount, skills and expected attrition on one side, what the business plan asks for on the other. The gap is then closed by developing people, hiring, contracting the work out or redesigning it, and usually by some combination of all four. It is one of the clearest places where business acumen shows, because the right answer follows the business plan rather than the HR budget.

Hvad SHRM-CP og SHRM-SCP faktisk spørger om

Begge SHRM-prøver har samme form. Hver af dem er 134 multiple choice-spørgsmål: 80 selvstændige videnspørgsmål og 54 situationsbaserede spørgsmål, med 24 uscorede feltafprøvede spørgsmål blandet ind, som du ikke kan pege ud. Prøven afvikles i to selvstændigt tidsatte afsnit på op til 1 time og 50 minutter hver, og når du først har forladt et afsnit, kan du ikke gå tilbage til det. Cirka halvdelen af spørgsmålene ligger i de tre adfærdsmæssige kompetenceklynger, Leadership, Interpersonal og Business, og den anden halvdel i de tre HR-vidensdomæner, People, Organization og Workplace, hvor Workplace er det mindste med cirka 14 procent.

Bedømmelsen overrasker folk. Resultater rapporteres som skalerede scorer fra 120 til 200, og alle, der består, får maksimum på 200, så der er ingen rangering i forhold til andre kandidater og ingen måde at bestå med en pænere margin end en anden. Du får et foreløbigt bestået eller ikke bestået i prøvecentret, og den officielle rapport følger et par uger senere med en diagnostisk graf, der viser, hvordan du klarede hver klynge og hvert domæne. Den graf er den nyttige del, hvis du skal op igen.

Hvilken prøve du tager, afhænger af det arbejde, du udfører, og ikke af en uddannelse. SHRM-CP er til operationelt HR-arbejde, og hverken en uddannelse eller tidligere HR-erfaring er et krav for at søge. SHRM-SCP er til arbejde på strategisk niveau og kræver mindst tre års erfaring med det, opgjort som mindst 1.000 timer per kalenderår. En ting mere at tjekke, før du køber et kursus: BASK 2026 slog Inclusion and Diversity sammen med Global Mindset til én kompetence kaldet Inclusive Mindset, så ældre materiale viser ni adfærdsmæssige kompetencer, hvor den aktuelle BASK viser otte. Gebyrer, prøveperioder og detaljer om adgangskrav ændrer sig, så bekræft dem i den aktuelle certification handbook på shrm.org frem for på en eksamensside.

Sådan bruger du smagsprøven, og sådan læser du til prøven

De her 15 spørgsmål følger samme opdeling som den rigtige prøve. Nogle er ren viden, den slags spørgsmål hvor du enten ved, hvad en jobvurdering gør, eller også gør du ikke. Andre er situationsbaserede: et kort scenarie, fire sandsynlige handlinger, og kun én af dem er det bedste første skridt. Tag den i ét stræk uden noter, og læs derefter forklaringen til hvert spørgsmål, også dem du svarede rigtigt på, for på de situationsbaserede spørgsmål betyder grunden til, at et svar vinder, mere end selve svaret.

Det er på de situationsbaserede spørgsmål, at erfarne HR-folk taber point, og mønsteret er det samme hver gang. Prøven belønner næsten aldrig den mest dramatiske mulighed. At fyre nogen, at gå hen over hovedet på en leder i første omgang eller at love noget, du ikke kan levere, ser handlekraftigt ud og scorer dårligt. Den belønner heller ikke at gøre ingenting. Det svar, der vinder, indhenter som regel fakta, går til den person, der er tættest på problemet, og giver vedkommende en legitim vej videre. Læs hver eneste mulighed, før du vælger, for to af dem er ofte begge forsvarlige, og kun én er det bedste første skridt.

Til videnshalvdelen skal du arbejde ud fra BASK selv. Hent den aktuelle udgave, læs definitionerne og nøglebegreberne for alle 14 funktionsområder, og markér dem, dit eget job aldrig rører, for det er der, dine huller er. En HR-generalist, der aldrig har kørt en udstationering eller en overenskomstforhandling, kommer til at mærke det på prøvedagen. Hvor et spørgsmål berører lovgivning, skal du være opmærksom på, at denne smagsprøve holder sig til alment kendte føderale principper i USA. Regler i den enkelte delstat og kommune er forskellige, ansættelsesret uden for USA er et helt andet retsområde, og intet her er juridisk rådgivning.

Sådan laver StudyPDF dit eksamensmateriale om til fulde øveprøver

Femten spørgsmål kan vise dig, hvilke domæner der vakler. De kan ikke gøre dig klar, og læser du ved siden af et fuldtidsjob, er aftener og weekender hele budgettet. Det er den reelle begrænsning for de fleste SHRM-kandidater. Du har selv betalt for en eksamensbog eller et kursus, du har booket en prøveperiode, og en generisk spørgsmålsbank, der driver væk fra det materiale, du har købt, er værre end ingenting, for den koster dig det ene, du ikke kan købe mere af.

StudyPDF arbejder ud fra dit eget materiale i stedet. Upload den eksamensbog, du har købt, arbejdshæftet fra din lokalafdelings læsegruppe, BASK som PDF, din egen personalehåndbog eller slides fra et kursus, din arbejdsgiver har betalt, så bygger Bo, studieagenten, fuldlange øveprøver ud fra præcis de sider. Hvert spørgsmål bygger på dit materiale, og hver forklaring henviser til, hvor svaret kom fra, så når noget ser forkert ud, kan du gå direkte til siden og få det afgjort. Du kan lave nye prøver så tit du vil, holde dem på ét funktionsområde som løn og goder eller medarbejder- og arbejdsmarkedsforhold, og følge med i hvilke begreber du bliver ved med at ramme forkert fra gang til gang.

Du behøver ikke en fil for at komme i gang. Består din forberedelse af en læsegruppe i lokalafdelingen eller et kursus med underviser frem for en bog, du selv ejer, så nævn et emne i stedet, for eksempel situationsbaserede scenarier om etisk praksis eller strategisk bemandingsplanlægning, så skriver Bo en øveprøve ud fra det. Uanset hvad passer det ind i hullerne: et kort sæt spørgsmål på vej på arbejde, en fuldlang prøve søndag formiddag, en hurtig træning på lige præcis det funktionsområde, din seneste scorerapport pegede på. Gratis at komme i gang, og intet af det, denne side eller Bo laver, er juridisk rådgivning.