Which statement does NOT describe unlawful harassment?

• A. Unwelcome conduct that is based upon the victim,s protected status
• B. Enduring of fensive conduct becomes a condition of employment
• C. Behavior that is severe and pervasive enough that a reasonable person would find it hostile or abusive
• D. Any type of bullying or unwelcome conduct from a supervisor

An HR business partner (HRBP) in a large organization has recently been dealing with various issues with the chief human resource officer (CHRO). The HRBP reports to the CHRO. The CHRO does not consistently and clearly communicate information regarding business and strategic issues to the HRBP. The lack of communication has been presenting problems, as the HRBP's internal clients look to the HRBP for information and guidance on all HR topics and initiatives. As a result, the HRBP is often uninformed and unable to assist the clients. The lack of communication and transparency by the CHRO has been negatively impacting the HRBP and the HRBP's clients. The HRBP spends a lot of time trying to get information and often is unprepared to address client issues. In some cases, clients have received HR-related information ahead of the HRBP. Unfortunately, the CHRO has operated in this manner for years, with HR employees often feeling isolated from information and not feeling like they are part of a coherent unit. Despite this, the CHRO has expressed to the HRBP a belief that they have a very effective working relationship with one another.
The HRBP wants to provide suggestions to the organization's executives about how to improve communication within the company, but the CHRO does not include the HRBP in strategic discussions that the CHRO has with other executives. What should the HRBP do?

• A. Write an email to the CHRO explaining the suggestions of the HRBP.
• B. Meet with other executives informally to share the HRBP's suggestion.
• C. Schedule a meeting with the CHRO to explain the HRBP's suggestions.
• D. Email the CHRO asking if the HRBP may attend the next strategic discussion meeting.

What would be your first step in helping open the India of the?

• A. Conduct a strengths, weaknesses, opportunities and threats (SWOT) analysis through an HR lens.
• B. Begin collecting sample employee handbooks, forms, and policies from India companies.
• C. Travel to Chennai, see the landscape, meet the location contacts, and begin recruiting for the HR manager.
• D. Conduct a political, economic, social and technological (PEST) analysis through a human resource (HR) lens.

Each year, for compliance purposes, the HR team instructs all employees to review and sign a one-page sexual harassment policy. Their managers are supposed to review the information with them in a one-on-one meeting before they sign the document. The HR business partner is well aware that the managers do not spend time reviewing the information, and most employees do not read it before signing and turning the document in.
She is concerned about the lack of effective harassment prevention training the company is conducting. But when she raises her concerns, the leadership team makes it clear that they cannot spend any extra time on this. What can the HR business partner do?

• A. Instead of the managers, have the HR generalist review the document with employees one- on-one before asking them to sign.
• B. Develop a series of short online training modules that employees are asked to complete each year.
• C. Advise the leadership team of the significance of the training, and insist on improving the current process by conducting in-person trainings for all employees.
• D. Eliminate the training because it wastes valuable resources but does not yield the desired outcome.

When conducting a strengths, weaknesses, opportunities and threats (SWOT) analysis, what portion may be accomplished by a political, economic, social and technological (PEST) analysis?

• A. Opportunities and threats
• B. Weaknesses and threats
• C. Strengths and opportunities
• D. Strengths and weaknesses