Free HRCI SPHR Practice Exam with Questions & Answers | Set: 4

The most effectivepreventive strategyis acomprehensive threat assessment, involving HR, legal, security, and behavioral experts. This identifies risks proactively — not just reactively.

Extract from HRCI-aligned HR knowledge (Risk Management):

SPHR best practices include “implementing multi-disciplinary workplace violence prevention protocols.” Threat assessments help organizationspredict and mitigateviolent behavior by examining patterns, access, grievances, and mental health signals.

TheADDIE modelstarts withAnalysis, where training needs are diagnosed, gaps identified, andspecific skillsto be addressed are determined. This is thefoundationof effective instructional design.

Extract from HRCI-aligned HR knowledge (Learning and Development):

SPHR candidates must understand ADDIE: “The analysis phase identifies the business problem, learning goals, and knowledge gaps.” It is essential for buildingrelevant and results-driven training programs.

Theimpactof training refers tomeasurable improvements in job performance, business results, or compliance. Alongside cost and behavior change, it's one of the three most important metrics from a management viewpoint.

Extract from HRCI-aligned HR knowledge (Learning and Development):

SPHR models include Level 4 of theKirkpatrick Evaluation Model, where "impact" measures how training influenced business outcomes. This isessential to prove ROIand justify continued investment.

Successful HR restructuring emphasizes not just efficiency but alsoenhancing service deliveryand strengtheninginternal stakeholder communication. These ensure HR remains relevant, responsive, and aligned with business demands.

Extract from HRCI-aligned HR knowledge (HR Operations):

SPHR content highlights that restructuring should prioritize “HR service delivery effectiveness, user satisfaction, and alignment with organizational priorities.” Communication ensuresstakeholder buy-in, and service improvement reflectsstrategic value delivery.

Internal pay structuresreflect the relative value of jobs within the organization. Differentials in payrecognize responsibility, skill level, and complexitybetween positions, supporting internal equity and progression paths.

Extract from HRCI-aligned HR knowledge (Total Rewards):

SPHR frameworks state that compensation systems must “reflect internal alignment based on job evaluations, responsibility, and career ladders.” Internal structure guides fairness andpromotion planning.

Restricting access to non-business sites is a preventive control that protects organizational security, limits exposure to cyber threats, and ensures productivity standards are upheld.

Extract from HRCI-aligned HR knowledge (Risk Management):

SPHR’s risk framework includes “proactive policy development to protect corporate assets and productivity.” Web restrictions are part of a larger IT security and compliance strategy, especially in data-sensitive industries.

Job analysiscomes first—it provides objective data about the duties, responsibilities, and required qualifications for each role. This forms the basis foraccurate evaluation, comparison, and equityin pay decisions.

Extract from HRCI-aligned HR knowledge (Total Rewards):

SPHR-level compensation design begins with “valid job analysis to establish internal consistency and legal defensibility.” Without this, pay decisions riskdiscrimination claims and internal misalignment.

Comprehensive and Detailed Explanation:

Mergers and acquisitions introduce new workforces. To integrate and optimize, HR must assess what skills and gaps exist in acquired staff before deploying LandD resources.

SPHR-level LandD strategy emphasizes workforce capability mapping during organizational growth through acquisition.

The intent here was toavoid increased health insurance costs, which would fall underexperience rating— a method insurers use to set premiums based on historical claims. However, making hiring decisions based onfamily medical historyviolates theGenetic Information Nondiscrimination Act (GINA).

Extract from HRCI-aligned HR knowledge: In theEmployee Relations and Engagementdomain, understanding “employment law compliance” andrisk mitigation strategiesis essential. While the director may have been trying to manage insurance costs, this rationale violatesfederal employment law, demonstrating poor risk management.

CSR strategy must align with bothinternal values and external realities. HR should start by understanding thebusiness’s environmental, social, and stakeholder landscape, ensuring relevance and authenticity.

Extract from HRCI-aligned HR knowledge (Leadership and Strategy):

SPHR candidates must demonstrate the ability to “align CSR with the broader social, political, and market environment in which the organization operates.” Misaligned CSR initiatives can be perceived asdisingenuous or ineffective.