Your CFO proposes an aggressive retention strategy: offer large bonuses to high-performers but fund it by cutting training budgets, delaying diversity initiatives, and freezing entry-level hiring. You’re asked to present this proposal to the board. While it may reduce attrition short-term, you worry about long-term damage to innovation and company reputation. Questions: 11. What should you do before presenting to the board? - A. Revise the proposal to make it more palatable to employees. - B. Analyze the business risks and prepare alternative models. - C. Present the CFO’s version as-is to maintain alignment. - D. Decline to present and let the CFO lead the pitch alone. 12. How can you express concerns about the plan’s ethics? - A. Leak your concerns anonymously to employee advocates. - B. Raise objections in front of the board without prior warning. - C. Schedule a meeting with the CFO to discuss potential risks. - D. Implement it and document outcomes in case of future backlash. 13. The CFO insists the plan is necessary for shareholder confidence. What’s your best move? - A. Support the plan and focus on execution. - B. Propose a phased rollout while evaluating impact. - C. Publicly criticize the plan to distance HR from liability. - D. Resign in protest and make your stance known. 14. How should you involve employees in retention planning? - A. Survey employees and use data to influence board decisions. - B. Avoid employee input to keep decisions confidential. - C. Host open forums to let staff debate budget priorities. - D. Focus only on high-performers’ feedback. 15. What’s a strategic way to move forward? - A. Build a hybrid plan balancing retention, diversity, and development. - B. Defer to finance and exit strategic discussions. - C. Push back strongly until the plan is withdrawn. - D. Prioritize cost savings over people strategy.

A U.S.-based multinational recently promoted a highly competent female manager from the Middle East to lead a diverse, cross-regional project team. Shortly after, several male employees from her home region express resistance, citing “traditional norms.” Others in the global office applaud the promotion as progressive. You’re tasked with resolving the conflict without undermining cultural respect or corporate values. Questions: 6. What is the best first action to take? 7. How should you support the promoted manager? 8. What message should you send to the organization? 9. How should you navigate pushback from the regional HR lead who supports the dissenting employees? 10. How can you make lasting improvements? - A. Redesign the promotion process to filter potential regional conflicts. - B. Launch a global inclusion strategy that embeds cultural competence. - C. Mandate global unconscious bias training with no exceptions. - D. Create separate leadership paths by region.

You are an HR Business Partner in a mid-sized healthcare firm. A senior leader asks you to quietly investigate how a confidential memo—outlining proposed layoffs—was leaked to the press. Only five executives had access to the memo, all of whom deny involvement. The CEO is furious and demands immediate action. Meanwhile, staff morale is plummeting due to rumors. Some employees believe HR lacks integrity. You're under pressure to provide results quickly, but the investigation is still inconclusive. Questions: 1. What should you do first to address the situation? 2. How should you communicate with staff during the investigation? 3. An executive privately confesses to the leak, claiming whistleblower protection. What’s your best next step? 4. How should you handle the CEO’s demand for quick accountability? 5. How can you rebuild trust in HR’s integrity?

A new CHRO is considering how to position HR as a strategic business partner. The executive team expresses frustration that HR initiatives rarely connect with business outcomes. Which of the following actions best demonstrates strategic alignment? A) Launching a wellness initiative to improve employee satisfaction B) Developing HR metrics that correlate with revenue growth and retention C) Creating a feedback tool to measure management communication quality D) Conducting a workforce diversity campaign for social media exposure

A multinational firm is assessing whether to expand its shared services HR model across new regions. The current HR metrics dashboard shows: - Avg. employee satisfaction (global): 82% - Avg. response time to HR requests: 5.4 days - Cost per HR transaction: $54 - Regions with local HR teams: 3/6 Which strategic consideration would most support the decision to expand shared services? A) Reducing regional autonomy to improve data consistency B) Decreasing average satisfaction to meet cost targets C) Leveraging centralized efficiency to reduce transaction costs D) Using shared services to increase HR headcount across regions