SHRM BoCK EXAM 2024 2025, Exams of Advanced Education

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SHRM BoCK EXAM 2024/

Leadership and Navigation competency - ANS-The ability to direct and contribute to initiatives and processes within the organization and achieve their objectives Situational Leadership - ANS-Appropriate leadership style based on development level of employees Transformational Leadership - ANS-When a leader works with subordinates to identify needed change, creating a vision to guide the change through inspiration and executing the change in tandem with committed member of the group participative leadership - ANS-leadership style that consists of managers and employees working together to make decisions Inclusive leadership - ANS-The practice of leadership that carefully includes the contributions of all stakeholders in the community or organization People management techniques - ANS-Directing, coaching, supporting, delegating goal-setting theory - ANS-a theory that says that specific and difficult goals, with feedback, lead to higher performance - Edwin Locke Expectancy Theory - ANS-People are motivated to behave in ways that produce desired combinations of expected outcomes attribution theory - ANS-a description of the way in which people explain the causes of their own and other people's behavior Self determination theory - ANS-Examines the motivation behind choices people make without external influence and interference Personal appeal - ANS-An attractiveness that enables you to influence others Rational persuasion - ANS-Presenting logical arguments and factual evidence to demonstrate a request is reasonable. Social intelligence - ANS-The ability to get along well with others and to get them to cooperate with you Emotional intelligence - ANS-The capacity to be aware of, control, and express one's emotion and to handle interpersonal relationships judiciously and empathetic ally Navigating the organization - ANS-Works within the parameters of the organization's hierarchy, processes, systems and policies

Vision - ANS-Defines and supports a coherent vision and long term goals for HR that support the strategic direction of the organization Managing HR initiatives - ANS-Executes the implementation and management of HR projects or initiatives that support HR and organizational objectives Influence - ANS-Inspires colleagues to understand and pursue the strategic vision and goals of HR and the organization Ethical practice - ANS-Knowledge, skills, abilities and other characteristics needed to maintain high levels of personal and professional integrity, and to act as an ethical agent who promotes core values, integrity and accountability throughout the organization Ethical business principles and practices - ANS-Transparency, confidentiality and conflicts of interest Relationship Management - ANS-Defined as KSAOs needed to create and maintain a network of professional contacts within and outside of the organization to build and maintain relationships to work as an effective member of a team and to manage conflict while supporting the organization Relationship conflict - ANS-Conflict due to incompatibility or differences between individuals or groups task conflict - ANS-conflict over content and goals of the work inter-organizational conflict - ANS-conflict that occurs between two or more organizations Intra-organization conflict - ANS-Conflict within an organization Conflict resolution styles - ANS-Avoidance, competition, collaborating, cooperating, compromising accommodating style - ANS-When one person cooperates to a high degree at the expense of their own goals and objectives and desired outcomes. The approach is effective when the other party is the expert or has a better solution. avoiding style - ANS-The issue is avoided. No goal is pursued. This is effective when the matter is trivial or if the issue would be very costly Negotiation, tactics, strategies and styles - ANS-Perspective taking, principled bargainer, auction, interest-bases bargaining

collaborating style - ANS-When both parties come to a common ground to achieve their goal "win-win". Most effective in a complex scenario competing style - ANS-Person acts in an assertive way to achieve their goal without seeking cooperation from another party and maybe even at the expense of another party. May be appropriate in emergencies compromising style - ANS-"Lose-lose" scenario- neither party truly achieves what they want. It requires a moderate level of assertiveness and cooperation. May be appropriate when a temporary solution is needed or both sides have equally important goals Perspective taking - ANS-An understanding of other people mental states Principled bargaining - ANS-Approach to negotiation focuses on the interests of the parties and emphasizes conflict management and conflict Interest-based bargaining - ANS-A negotiation strategy which parties collaborate to find a win-win solution to their dispute Auction - ANS-Bidding on an asset Communication - ANS-KSAOs needed to effectively craft and deliver concise and informative communications to listen to and address the concerns of others and to transfer and translate information from one level or unit of the organization to another Elements of communication - ANS-Source, sender, receiver, message feedback Communication techniques for specialized situations - ANS-Giving feedback. Facilitating focus groups, facilitating staff meetings Global and cultural effectiveness - ANS-KSAOs needed to value and consider perspectives and backgrounds of all parties to interact with others in a global context and to promote a diverse and inclusive workplace 3 sub competencies of global and cultural effectiveness - ANS-Operating in a diverse workplace, operating in a global environment and advocating for a diverse and inclusive workplace Hall Hofstede Model - ANS-Describes the effects of a society's culture on the values of its members and how these values relate to behavior using a structure derived from factor analysis Schein's Model of Organizational Culture - ANS-Identifies 3 levels in organizational cultures: artifacts and behaviors; espoused values; assumptions

Trompenaars Model - ANS-Framework for cross-cultural communication applied to general business and management Techniques for bridging individual differences and perceptions - ANS-Barrier removal and assimilation Business Acumen - ANS-KSAOs needed to understand the organization's operations, functions and external environment and to apply business tools and analyses that inform HR initiatives Porter 5 Forces - ANS-Method for analyzing and organizations industry structure in strategic processes: New entrants, suppliers, industry competitors and extent of rivalry, buyers and substitutes McKinsey 7-S Model - ANS-Interdependent factors include: strategy, structure, systems, shared values, skills, style and staff Kotter's 8-step change model - ANS-Establish a sense of urgency, create a guiding coalition, develop a vision and strategy, communicate the change vision, empower broad-based action, generate short term wins, consolidate gains to produce more change and anchor change in the organizational structure Gantt chart - ANS-A chart in which a series of horizontal lines shows the amount of work done or production completed in certain periods of time- production control tool Lean Six Sigma - ANS-Management system aimed at removing waste (and improving performance) collaborative efforts. SWOT analysis - ANS-A study undertaken by a business to identify the strengths and weaknesses, opportunities and threats Consultation - ANS-KSAO's needed to work with organizational stakeholders in evaluating business challenges and identifying opportunities for the design , implementation and evaluation of change initiatives and to build ongoing support for HR solutions that meet the changing needs to customers and the business. Has 5 sub competencies: evaluating business challenges, designing hr solutions, implementing and supporting HR solutions, change management and customer interaction Critical Evaluation - ANS-Ksao's needed to collect and analyze qualitative and quantitative data and to interpret and promote findings that evaluate HR initiatives and inform business decisions and recommendations. It has 4 sub competencies: data advocate, data gathering, data analysis and evidence based decision making People domain - ANS-HR strategic planning, talent acquisition, employee engagement and retention, learning and development and total rewards

Organization domain - ANS-Structure of the HR function, organizational effectiveness and development, workforce management, employee and labor relations, technology management Workplace domain - ANS-HR in global context, diversity and inclusion, risk management, corporate social responsibility, us employment law and regulations Genetic Information Nondiscrimination Act - ANS-prohibits discrimination based on genetic information Critical path - ANS-Amount of time needed to complete all required elements or components of a task determined by taking into account all project-task relationships Consultation processes and models - ANS-Discovery analysis and solution, recommendation, implementation Effective consulting techniques - ANS-Understanding organizational culture, understanding areas and limits of one's own expertise, setting reasonable expectations and avoiding over promising