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SHRM-Business Acumen Questions and Answers Latest (2024 / 2025) (Verified Answers by Expert) $12.99   Add to cart

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SHRM-Business Acumen Questions and Answers Latest (2024 / 2025) (Verified Answers by Expert)

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SHRM-Business Acumen Questions and Answers Latest (2024 / 2025) (Verified Answers by Expert) Business Acumen Competency ANS The Business Acumen competency allows HR professionals to apply knowledge of an organization's business model and competitive situation when solving workforce problems. It ...

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  • September 21, 2024
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SHRM-Business Acumen



1. Business Acumen Competency

ANS The Business Acumen competency allows HR professionals to apply knowledge of an

organization's business model and competitive situation when solving workforce problems. It

can be combined with other competencies, such as Critical Evaluation, Consultation, and

Communication,to deliver strategic support to HR's organization.



2. Value

ANS An organization's success in meeting it's strategic goals. Before strategicplanning can

begin, an organization must consider this question of value

how it creates value and what activities are critical to the creation, retention, and increaseof

value. HR must understand varying perceptions of value because they will drivestrategic goals

throughout the organization and affect the ways in which HR can support the organization in

its entirety. -value is not the same as organizational values. Value is derrived from financial,

people, technological and physical assets.






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3. Value Chain

ANS Or Business Model is the process by which an organization createsthe product or service it

offers to the customer. Includes primary activities(which directly contribute to value

created...operations/sales) & secondary activities(indi- rectly contribute to

value...management/HR/IT) By identifying key value-producingactivities, the value chain helps

HR and leaders invest resources in the right activities.



4. How does HR add value?

ANS Contributing quality talent pools/managing laborsupply/developing leaders/acquiring

strategically important areas of talent



5. GlobalValue Chain

ANS Consists of multiple organizations producing parts of a goodor service across geographical

regions, with each link adding value to the chain. Layers different locations onto different

functions and can be complex to manage. However, it enhances opportunities to reduce risk,

share knowledge, and achieve economies







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6. Stakeholder Concept



ANS Proposes that any organization operates within a com-plex environment in which it

affects and is affected by a variety of forces or stake-holders who all share in the value of the

organization

-internal and external stakeholders are the receivers of the org's value and theyperceive that

value in different ways



7. Industry, Business or Product Life Cycle

ANS Includes 4 phases

Introduction,Growth, Maturity and then either renewal, no growth, or Decline

-HR has key role in each area of the Business or product life cycle and must knowwhere

business lies in cycle to shift HR strategy accordingly



8. Macroenvironment

ANS all the factors that exist outside the organization that could influence an organization's

strategic decisions. These factors include Industry and market conditions/events and trends in

society that might impact future talent supply,compliance requirements, and ee needs.





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9. Michael Porter's Five Forces

ANS This model is used to identify opportunities andthreats, foresee possible changes in the

competitive landscape, and plan strategy.

-threat of substitution, bargaining power of suppliers, bargaining power of buyers,threat of

entry, rivalry among competitors



10. MP 5 forces -Threat of Substitution

ANS How easy is it for a competitor to capturecustomers by offering a similar product or a

product that satisfies the same need but perhaps in a different way? If the threat is high, an

organization may be forcedinto competing on price, and HR will need to develop a strategy that

promotes costefficiency. If the threat is low, the organization will have more capital to invest. HR

may focus on developing an entrepreneurial culture.



11. MP 5 Forces - Threat of Entry

ANS How easy is it for a new competitor to enter the industry? If the threat of entry is high,

management and the workforce must benimble. HR professionals must examine the

organization's structure to support rapiddecision making and response.







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