SPHR Certification Exam Guide + Practice Questions

Explanation:
The best strategy to mitigate pay compliance issues is to implement equity adjustments (B). At the SPHR level, pay compliance focuses on ensuring compensation practices comply with equal pay, nondiscrimination, and internal equity standards.
Equity adjustments directly address identified disparities that cannot be justified by job-related factors such as experience, education, performance, or geographic differences. Once inequities are identified through audits or analyses, corrective adjustments reduce legal risk and demonstrate good-faith compliance.
Market analysis (D) supports competitiveness but does not address internal inequities. Evaluating seniority (A) and adjusting job scope (C) may support classification accuracy but do not resolve pay gaps once identified.
SPHR exam content emphasizes that organizations must move beyond analysis to corrective action to effectively mitigate compliance risk, especially under equal pay and anti-discrimination laws.
Reference: HRCI SPHR Exam Content Outline ― Functional Area: Total Rewards (pay equity; compliance).
HRCI SPHR Study Guide ― Compensation audits and equity remediation.

Explanation:
The action most likely to constitute an unfair labor practice (ULP) is holding small group meetings immediately after the beginning of the work shift on election day to influence voting (B).
Under the NLRB’s Peerless Plywood rule, employers (and unions) are prohibited from holding captive audience meetings within 24 hours of a representation election if the purpose is to influence employees’ votes. These meetings interfere with employees’ free choice and are therefore unlawful.
Option A may be permissible if statements are factual and non-threatening.
Option C is lawful because it communicates accurate information about collective bargaining.
Option D is also permissible if the information is factual, non-coercive, and not misleading.
SPHR exam content emphasizes employer free speech rights balanced against restrictions on timing, coercion, and interference during union campaigns. Violations often hinge on when and how communication occurs―not just content.
Reference: HRCI SPHR Exam Content Outline ― Functional Area: Employee Relations and Engagement (unfair labor practices; election rules).
HRCI SPHR Study Guide ― Employer conduct during union representation campaigns.

Explanation:
A primary goal of career development programs is increased responsibility (D) as employees progress in capability, scope, and contribution over time. Career development focuses on preparing employees for future roles, expanded duties, and leadership opportunities, aligning individual growth with organizational needs.
At the SPHR level, career development is distinguished from training by its long-term, forward-looking orientation. Effective programs build skills, knowledge, and experiences that enable employees to assume greater responsibility, complexity, and decision-making authority.
Team building (A) and attitude change (B) are typically objectives of organizational development or training interventions, not career development. Emotional growth (C), while beneficial, is not a primary organizational goal of formal career development programs.
SPHR frameworks emphasize career development as a retention, succession, and engagement strategy, ensuring a pipeline of capable talent ready to meet future business demands.
Reference: HRCI SPHR Exam Content Outline ― Functional Area: Learning and Development (career development; succession planning).
HRCI SPHR Study Guide ― Objectives and outcomes of career development initiatives.

Explanation:
An aging workforce introduces a risk of knowledge and skill loss. Proactive HR must assess what skills are at risk of retiring and develop plans to ensure succession, upskilling, or knowledge transfer.
Extract from HRCI-aligned HR knowledge (Talent Planning and Acquisition):
SPHR competencies emphasize “workforce analytics and demographic analysis to predict future talent needs.” Addressing the aging workforce begins with skills gap analysis and strategic planning to support business continuity and resilience in talent pipelines.

Explanation:
The most effective ways to reduce burnout are ensuring workloads are reasonable and manageable
(C) and allowing staff control over how work gets done (E). These actions address the root causes of burnout, rather than treating symptoms.
Burnout is primarily driven by excessive workload, lack of autonomy, and sustained stress. Adjusting workload and granting autonomy improve energy, engagement, and sustainability of performance. These structural changes have a greater and more lasting impact than programs focused solely on coping strategies.
EAPs (A) and stress management training (B) provide support but do not reduce workload or systemic pressure. Remote work (D) may help some employees but does not inherently reduce burnout if demands remain excessive.
SPHR exam content stresses that burnout prevention requires organizational design and managerial action, not only wellness programs.
Reference: HRCI SPHR Exam Content Outline ― Functional Area: Employee Relations and Engagement (well-being; burnout prevention).
HRCI SPHR Study Guide ― Organizational drivers of burnout and engagement.