SAP Certified - SAP SuccessFactors Employee Central Core and Position Management (C_THR81_2605): C_THR81 Exam Premium File as PDF & Test Engine

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SAP Certified - SAP SuccessFactors Employee Central Core and Position Management (C_THR81_2605) Sample Questions:

1. In a public cloud SAP SuccessFactors Employee Central tenant, a consultant is validating a manager-driven return-to-active-status process in the web-based UI before a seasonal workforce ramp-up. Managers can open the transaction and save it successfully for all tested employees, but for one newly enabled employee category the expected follow-on update to the employee’s work schedule indicator does not occur after save. The same process updates the indicator correctly for existing categories.
HR operations wants one standardized return process across the tenant and does not want to repair the indicator manually after each case. The issue began after the new employee category was introduced during the latest configuration cycle. The consultant must correct the behavior without splitting the process by category.
What should the consultant investigate first?
Response:

A) Review the post-save derivation or action configuration for the new employee category, then correct the dependency controlling the work schedule indicator update.
B) Reassign affected employees temporarily into an older category so the existing return-to-active process can be reused without further configuration change.
C) Give managers direct edit access to the work schedule indicator so they can complete the missing update during the return transaction.
D) Ask HR operations to maintain the work schedule indicator manually for the new employee category until the ramp-up period is complete.

2. A consultant is validating a manager-led data change process in a public cloud SAP SuccessFactors Employee Central tenant before regional user training. In the web-based UI, managers can select the employee’s company and location, but for one newly activated regional structure the legal entity list is incomplete and excludes the entity that should be available for the intended organizational combination. The same process works correctly in other structures.
HR leadership confirms the missing legal entity was included during the latest corporate data maintenance cycle and must remain visible only for approved combinations. The customer does not want to broaden legal-entity availability across unrelated structures or use temporary placeholder values during transactions. The consultant must identify the best corrective action without redesigning the process.
What is the best next step?
Response:

A) Review the organizational associations for company, location, and legal entity in the new regional structure, then correct the relationship controlling filtered legal-entity availability.
B) Ask managers to choose a temporary legal entity and let HR operations correct the final value after the transaction is completed.
C) Broaden legal-entity visibility for all nearby regional structures so managers can always find the missing value during the process.
D) Create duplicate legal-entity records for the new regional structure so the intended value appears separately in the filtered list.

3. In a web-based SAP SuccessFactors Employee Central tenant, a consultant is validating a workflow for position-to-employee update processing. When a manager submits a job information change tied to a position, the request is saved successfully but routes to a generic HR approval step instead of the regional approver required by the design.
The customer confirms that the workflow itself is active and that regional approvers exist for the affected areas. The business asks for a correction that preserves the standard approval chain and does not create separate workflows for every region because maintenance must stay simple in the public cloud environment.
What is the best correction?
Response:

A) Instruct managers to select the correct regional approver manually until the next release cycle.
B) Review the rule or workflow derivation condition that determines the regional approver context, then correct the source condition or mapping used during submission.
C) Assign all regional approvers to the generic HR step so any of them can approve the request.
D) Replace the current workflow with separate regional workflows so each region has its own fixed approver chain.

4. <strong>CHALLENGE 4 &#x2014; Employee Data Workflow for Compliance Review</strong> The implementation partner needs readiness evidence for whether employee data workflow can support the regulated workforce review. Some affected insurance changes remain with corporate HR, while similar branch changes route correctly.
Which evidence best supports a controlled remediation recommendation?
Response:

A) The team can manually list which insurance requests remain pending with corporate HR.
B) Compliance reviewers receive notification emails for some successful branch employee changes.
C) Representative employee data change tests show that routing follows compliance responsibility when employee and position context align.
D) Corporate HR can approve every pending request before the remediation summary is submitted.

5. A consultant is validating a manager-led internal move process in a public cloud SAP SuccessFactors Employee Central tenant. In the web-based UI, managers can select company and business unit, but for one newly onboarded organizational structure the cost center list is not empty and not missing entirely. Instead, it shows valid-looking entries from two sibling divisions, causing users to choose incorrect combinations during testing.
Other structures display correctly narrowed cost center choices. Finance and HR want the consultant to fix the problem before user training because reporting accuracy depends on controlled organizational selection. The customer does not want to broaden cost center access across all divisions or introduce a separate move process for the new structure.
What is the best next step?
Response:

A) Ask managers to use the current list and rely on training notes to choose the correct cost center during the move.
B) Broaden cost center visibility for all sibling divisions so the same large list appears consistently across the structure.
C) Review the organizational associations for company, business unit, and cost center in the new structure, then correct the relationship controlling filtered cost center availability.
D) Create duplicate cost center records for the new structure so the intended values appear separately in the list.

Solutions: