Absolute Free SHRM-SCP Exam Practice for Comprehensive Preparation 

A company operates domestically and has approximately 5,000 employees. It has been in operation for over 30 years.The company's HR team includes the senior HR leader, three HR directors, three HR managers, three HR business partners, and centers of excellence for total rewards, employee relations, and recruitment.

When the senior HR leader joined the organization four years ago, she was able to persuade her peers on the senior leadership team to support a shared services model. This model was supposed to revolutionize the way HR did business and better support the organization in achieving its goals and objectives.

The implementation has taken close to two years. After the first full year of operation, there was a 25% increase in the number of complaints from the business leaders and employees. The senior HR leader is determined to identify the root cause of the complaints and demonstrate the value of HR activities in supporting organizational success. She also wants to be able to confirm to the leadership team that they made the right choice in switching to a shared services model, as a few are now questioning the change.

The senior HR leader wants to determine if the original assumptions made are still valid. Which first step should she take to begin this evaluation?

A 50-year-old family-owned restaurant has a good business model. Repeat customers are greeted by name, and their preferences are remembered. The owner visits each table to engage in conversation. Food quality is high, merging home cooking with new cuisine. The environment is elegant, welcoming, and unrushed, and the restaurant is known for its celebrity customers. Visitors to town make advance reservations.

Business decisions are typically made in family meetings. In the next six months, the owners plan to open a new location, but they worry about maintaining the same quality of personal service and name brand at the restaurant locations. The owners have relied on immediate family, relatives, and close friends to primarily staff the restaurant, since outsiders without a family connection tend to quickly leave the business. Long-time employees take advantage of time off, yet the owners are reluctant to use discipline for fear it will anger the family. The owners' children have expressed concern about continuing in the business, receiving educational degrees in marketing and management with anticipation of launching their new careers.

Realizing that they must bring on additional staff for the new location, the owners hire an HR representative with large restaurant chain recruiting experience. In addition to identifying a renowned chef to hire who currently lives in another country, the owners want to establish a bonus program. They also want to implement policies and procedures to avoid attendance issues in the future.

Identifying candidates who are positioned for success within a family business environment is critical. Which should be the HR representative's key consideration in creating an external candidate applicant pool?