Test de práctica SHRM
Las preguntas del test siguen en inglés.
Esta es una muestra gratis de 15 preguntas de los exámenes SHRM-CP y SHRM-SCP de Estados Unidos, escrita por el equipo de StudyPDF a partir del esquema público SHRM BASK. Mezcla las dos mitades del examen real: preguntas de conocimiento sobre captación de talento, retribución total, aprendizaje y desarrollo, compromiso, relaciones con los empleados, trabajo global, riesgo y tecnología de recursos humanos, y preguntas de juicio situacional que te dan un escenario corto de trabajo y te preguntan qué deberías hacer primero. Responde las 15, después mira tu puntuación y lee la explicación de cada pregunta.
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?
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Las 15 preguntas de un vistazo
¿Prefieres leer antes de jugar? Abajo están todas las preguntas de la muestra. Las respuestas y explicaciones quedan plegadas hasta que las abras.
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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. 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
Ver respuesta y explicación
Respuesta: 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. The SHRM BASK sorts HR knowledge into three domains. Which of these functional areas sit in the People knowledge domain?
Marca todas las que correspondan.
- A. Talent Acquisition
- B. Total Rewards
- C. Risk Management
- D. Learning & Development
- E. Technology Management
- F. Corporate Social Responsibility
Ver respuesta y explicación
Respuesta: 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. You are running an internal investigation into a harassment complaint. Which of the following are sound practice?
Marca todas las que correspondan.
- 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
Ver respuesta y explicación
Respuesta: 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. New hires are leaving inside their first 90 days. Which of these are most likely to help?
Marca todas las que correspondan.
- 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
Ver respuesta y explicación
Respuesta: 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. 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.
Opciones para el hueco 1: exempt, nonexempt, at-will, salaried
Ver respuesta y explicación
Respuesta: 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. 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.
Opciones para el hueco 1: analysis, evaluation, enlargement, rotation
Opciones para el hueco 2: band, survey, structure
Ver respuesta y explicación
Respuesta: 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. 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.
Opciones para el hueco 1: gap, job, cost-benefit, regression
Ver respuesta y explicación
Respuesta: 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.
Qué preguntan de verdad el SHRM-CP y el SHRM-SCP
Los dos exámenes de SHRM tienen la misma forma. Cada uno son 134 preguntas de opción múltiple: 80 preguntas de conocimiento sueltas y 54 preguntas de juicio situacional, con 24 preguntas de prueba que no puntúan repartidas entre ellas y que no puedes distinguir. El examen se hace en dos secciones cronometradas de forma independiente, de hasta 1 hora y 50 minutos cada una, y una vez que sales de una sección no puedes volver a ella. Alrededor de la mitad de las preguntas caen en los tres grupos de competencias conductuales, Leadership, Interpersonal y Business, y la otra mitad en los tres dominios de conocimiento de recursos humanos, People, Organization y Workplace, siendo Workplace el más pequeño con un 14 por ciento aproximadamente.
La puntuación sorprende. Los resultados se dan como puntuaciones escaladas de 120 a 200, y todo el que aprueba recibe el máximo de 200, así que no hay ninguna clasificación frente a otros candidatos ni forma de aprobar con mejor margen que otro. En el centro de examen te dan un aprobado o no aprobado preliminar, y el informe oficial llega unas semanas después con un gráfico de diagnóstico que muestra cómo te fue en cada grupo y en cada dominio. Ese gráfico es la parte útil si te toca volver a presentarte.
Qué examen haces depende del trabajo que haces, no de una titulación. El SHRM-CP es para trabajo operativo de recursos humanos, y no se exige ni titulación ni experiencia previa en recursos humanos para solicitarlo. El SHRM-SCP es para trabajo de nivel estratégico y pide al menos tres años de él, contados como al menos 1.000 horas por año natural. Una cosa más que comprobar antes de comprar un curso de preparación: el BASK de 2026 fusionó Inclusion and Diversity con Global Mindset en una sola competencia llamada Inclusive Mindset, así que los materiales antiguos mostrarán nueve competencias conductuales donde el BASK vigente muestra ocho. Las tasas, las ventanas de examen y los detalles de elegibilidad cambian, así que confírmalos en el certification handbook vigente en shrm.org y no en una web de preparación.
Cómo usar esta muestra y cómo estudiar para el examen
Estas 15 preguntas siguen el mismo reparto que el examen real. Unas son de conocimiento puro, del tipo en el que o sabes qué hace una valoración de puestos o no lo sabes. Otras son de juicio situacional: un escenario corto, cuatro acciones plausibles y solo una que es el mejor primer paso. Hazla de una sentada y sin apuntes, después lee la explicación de todas las preguntas, también de las que acertaste, porque en las de juicio situacional el motivo por el que gana una respuesta importa más que la respuesta en sí.
El juicio situacional es donde pierden puntos los profesionales de recursos humanos con experiencia, y el patrón es constante. El examen casi nunca premia la opción más dramática. Despedir a alguien, pasar por encima de un mando a la primera o prometer algo que no puedes cumplir parecerá decidido y puntuará mal. Tampoco premia no hacer nada. La respuesta ganadora suele reunir los hechos, ir a la persona más cercana al problema y darle una vía legítima para avanzar. Lee todas las opciones antes de elegir, porque muchas veces dos son defendibles y solo una es el mejor primer paso.
Para la mitad de conocimiento, trabaja con el propio BASK. Descarga la edición vigente, lee las definiciones y los conceptos clave de las 14 áreas funcionales y marca las que tu propio puesto no toca nunca, porque ahí están tus lagunas. Un generalista de recursos humanos que nunca ha gestionado una expatriación ni una negociación colectiva lo va a notar el día del examen. Cuando una pregunta toca la ley, ten en cuenta que esta muestra se queda en el nivel de los principios federales de Estados Unidos que son ampliamente conocidos. Las normas estatales y locales difieren, el derecho laboral fuera de Estados Unidos es un cuerpo legal completamente distinto, y nada de aquí es asesoramiento legal.
Cómo StudyPDF convierte tus materiales de preparación en tests completos
Quince preguntas te enseñan qué dominios flojean. No pueden prepararte, y si estudias con un trabajo a jornada completa, las tardes y los fines de semana son todo el presupuesto que tienes. Esa es la limitación real de casi todos los candidatos de SHRM. Te pagaste un libro de preparación o un curso de tu bolsillo, tienes reservada una ventana de examen, y un banco de preguntas genérico que se aleja del material que compraste es peor que ninguno, porque te cuesta lo único que no puedes comprar en mayor cantidad.
StudyPDF va por otro camino, parte de tu propio material. Subes el libro de preparación que compraste, el cuaderno del grupo de estudio de tu capítulo, el PDF del BASK, tu propio manual de políticas o las diapositivas de un curso pagado por tu empresa, y Bo, el agente de estudio, crea tests de práctica completos con esas páginas exactas. Cada pregunta sale de tu material y cada explicación cita de dónde viene la respuesta, así que cuando algo parezca mal puedes ir directo a la página y zanjarlo. Puedes generar tests nuevos tantas veces como quieras, centrarlos en un área funcional como la retribución total o las relaciones laborales y con los empleados, y seguir qué conceptos sigues fallando entre sesiones.
No hace falta ningún archivo para empezar. Si tu preparación es un grupo de estudio de tu capítulo o un curso con instructor y no un libro tuyo, di solo un tema, por ejemplo escenarios de juicio situacional sobre práctica ética, o la planificación de plantilla, y Bo escribe un test de práctica sobre eso. En cualquier caso encaja en los huecos: un bloque corto de preguntas en el trayecto, un test completo un domingo por la mañana, un repaso rápido del área funcional que te marcó el último informe de puntuación. Empezar es gratis, y nada de lo que produce esta página ni Bo es asesoramiento legal.
Escrito por el equipo de StudyPDF. Actualizado el 2026-08-19.