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Todas as 15 questões de uma vez

Prefere ler antes de jogar? Todas as questões da amostra estão listadas abaixo. As respostas e as explicações ficam fechadas até você abrir.

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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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
   Mostrar resposta e explicação

   Resposta: 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?

    Marque todas as opções corretas.

    • A. Talent Acquisition
    • B. Total Rewards
    • C. Risk Management
    • D. Learning & Development
    • E. Technology Management
    • F. Corporate Social Responsibility
    Mostrar resposta e explicação

    Resposta: 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?

    Marque todas as opções corretas.

    • 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
    Mostrar resposta e explicação

    Resposta: 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?

    Marque todas as opções corretas.

    • 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
    Mostrar resposta e explicação

    Resposta: 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.

    Opções para a lacuna 1: exempt, nonexempt, at-will, salaried

    Mostrar resposta e explicação

    Resposta: 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.

    Opções para a lacuna 1: analysis, evaluation, enlargement, rotation

    Opções para a lacuna 2: band, survey, structure

    Mostrar resposta e explicação

    Resposta: 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.

    Opções para a lacuna 1: gap, job, cost-benefit, regression

    Mostrar resposta e explicação

    Resposta: 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.

O que o SHRM-CP e o SHRM-SCP cobram de verdade

As duas provas da SHRM têm o mesmo formato. Cada uma tem 134 questões de múltipla escolha: 80 itens de conhecimento isolados e 54 itens de julgamento situacional, com 24 itens de teste de campo que não contam para a nota misturados no meio e que você não consegue identificar. A prova roda em duas seções cronometradas de forma independente, de até 1 hora e 50 minutos cada, e, depois que você sai de uma seção, não dá para voltar a ela. Cerca de metade dos itens fica nos três grupos de competências comportamentais, Leadership, Interpersonal e Business, e a outra metade nos três domínios de conhecimento de RH, People, Organization e Workplace, sendo Workplace o menor, com cerca de 14 por cento.

A forma de pontuar surpreende. Os resultados são informados como notas em escala de 120 a 200, e todo mundo que passa recebe o máximo de 200, então não há ranking entre candidatos e não dá para passar com margem melhor do que a de outra pessoa. Você recebe um resultado preliminar de aprovado ou não aprovado no centro de provas, e o relatório oficial chega algumas semanas depois com um gráfico diagnóstico mostrando como você foi em cada grupo e em cada domínio. Esse gráfico é a parte útil se você tiver que fazer a prova de novo.

Qual prova você faz depende do trabalho que você faz, e não de um diploma. O SHRM-CP é para trabalho operacional de RH, e nem diploma nem experiência prévia em RH são exigidos para se inscrever. O SHRM-SCP é para trabalho de nível estratégico e pede pelo menos três anos nesse nível, contados como pelo menos 1.000 horas por ano civil. Mais uma coisa para conferir antes de comprar um curso preparatório: o BASK de 2026 fundiu Inclusion and Diversity com Global Mindset numa única competência chamada Inclusive Mindset, então materiais antigos vão mostrar nove competências comportamentais onde o BASK atual mostra oito. Taxas, janelas de aplicação e detalhes de elegibilidade mudam, então confirme no certification handbook atual em shrm.org, e não em um site de preparatório.

Como usar esta amostra e como estudar para a prova

Estas 15 questões seguem a mesma divisão da prova real. Algumas são conhecimento direto, do tipo em que ou você sabe o que uma avaliação de cargos faz ou não sabe. Outras são julgamento situacional: um cenário curto, quatro ações plausíveis e só uma delas é a melhor primeira atitude. Faça de uma vez, sem anotações, e depois leia a explicação de cada questão, inclusive das que você acertou, porque nos itens de julgamento situacional o motivo de uma resposta vencer importa mais do que a resposta em si.

Julgamento situacional é onde profissionais experientes de RH perdem pontos, e o padrão é consistente. A prova quase nunca premia a opção mais dramática. Demitir alguém, passar por cima do gestor logo de cara, ou prometer algo que você não consegue entregar vai parecer decidido e pontuar mal. Ela também não premia não fazer nada. A resposta vencedora normalmente levanta os fatos, procura a pessoa mais próxima do problema e dá a ela um caminho legítimo para seguir. Leia todas as alternativas antes de escolher, porque duas costumam ser defensáveis e só uma é a melhor primeira atitude.

Para a metade de conhecimento, trabalhe a partir do próprio BASK. Baixe a edição atual, leia as definições e os conceitos principais das 14 áreas funcionais e marque as que o seu trabalho nunca toca, porque é ali que estão as suas lacunas. Um generalista de RH que nunca conduziu uma expatriação nem uma negociação sindical vai sentir isso no dia da prova. Onde uma questão toca em lei, note que esta amostra fica no nível dos princípios federais amplamente conhecidos dos Estados Unidos. Regras estaduais e municipais divergem, direito do trabalho fora dos Estados Unidos é um corpo de normas totalmente diferente, e nada aqui é orientação jurídica.

Como a StudyPDF transforma seu material de preparação em simulados completos

Quinze questões mostram quais domínios estão frágeis. Elas não deixam você pronto, e, se você estuda em volta de um emprego de tempo integral, noites e fins de semana são o orçamento inteiro. Essa é a restrição real da maioria dos candidatos da SHRM. Você pagou um livro ou um curso do próprio bolso, tem uma janela de prova agendada, e um banco de questões genérico que se afasta do material que você comprou é pior do que nenhum, porque custa a única coisa que você não consegue comprar mais.

A StudyPDF trabalha a partir do seu próprio material. Envie o livro de preparação que você comprou, a apostila do grupo de estudos do seu capítulo, o PDF do BASK, o seu próprio manual de políticas ou os slides de um curso pago pela empresa, e o Bo, o agente de estudo, cria simulados completos a partir exatamente dessas páginas. Cada questão é baseada no seu material, e cada explicação cita de onde vem a resposta, então, quando algo parecer errado, dá para ir direto à página e resolver. Você pode gerar simulados novos quantas vezes quiser, restringir a uma área funcional só, como remuneração total ou relações com empregados e sindicatos, e acompanhar quais conceitos você continua errando ao longo das sessões.

Você não precisa de um arquivo para começar. Se a sua preparação é um grupo de estudos do capítulo ou um curso com instrutor em vez de um livro seu, é só dizer um tema, por exemplo cenários de julgamento situacional sobre prática ética, ou planejamento de força de trabalho, e o Bo escreve um simulado sobre isso. De qualquer jeito, cabe nas brechas: um conjunto curto de questões no trajeto, um simulado completo num domingo de manhã, um treino rápido na área funcional que o seu último relatório de nota apontou. Começar é grátis, e nada que esta página ou o Bo produzem é orientação jurídica.