3.4 (ALL) Talent Strategy & Management Flashcards Preview

CPTD Exam Spring 2021 > 3.4 (ALL) Talent Strategy & Management > Flashcards

Flashcards in 3.4 (ALL) Talent Strategy & Management Deck (24)
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1

What is the main objective of Performance reviews?

A) Determining compensation actions

B) providing feedback on performance

C) managing and enhancing an employee's performance

D) identifying potential succession candidates

C) enhancing an employee's performance

The performance review also tends to be used for multiple purposes—determining compensation actions, providing feedback on performance, and identifying potential succession candidates, among other things—which can lead to confusion and devalue the main objective of managing and enhancing an employee’s performance.

3.4.A

2

What are some new approaches to performance management?

A) Management by objective (MBO)

B) removing ratings and rankings

C) 360-degree feedback

D) shifting from a once-a-year event to more frequent conversations on performance

E) A & D

F) B & D

G) All of the above

F) B & D

Here's why:

B) removing ratings and rankings provides a better opportunity for a focused discussion on performance without the concern of making compensation decisions from one data point (such as the rating)

D) Employees expect feedback more than once a year, and if they are continuously provided feedback, it becomes easier to adjust performance and succeed.

3.4.A

3

All performance management processes have activities in common at the beginning, during, and at the end of the performance period. Which of the following is NOT a performance management activity that occurs DURING the performance period?

A) Establish accountability for goals, standards, and expectations

B) provide coaching and feedback

C) Provide learning opportunities and building capabilities

D) review progress

A) Establish accountability for goals, standards, and expectations

This activity occurs at the beginning of the performance period along with:

Clarify responsibilities and expectations of the role.

--
During the performance period:

Provide learning opportunities and building capabilities.

Develop action plans for development and skill enhancement.

Review progress.

Provide coaching and feedback.

Take corrective action when necessary.

3.4.A

4

All performance management processes have activities in common at the beginning, during, and at the end of the performance period. Which of the following is NOT a performance management activity that occurs AT THE END of the performance period?

A) Provide feedback and evaluation on the entire performance period

B) Take corrective action when necessary

C) Review progress.

D) Identify new learning and development actions.

E) B and C

F) A and B

B and C

At the end of the performance period:

Provide feedback and evaluation on the entire performance period.

Identify new learning and development actions.

(B and C occur DURING the performance period)

3.4.A

5

True or False.

By being proactive, TD professionals can avoid receiving direction from multiple stakeholders who have no clear priorities.

True. By being proactive, TD professionals can avoid receiving direction from multiple stakeholders who have no clear priorities. Having a TD strategy that is aligned with organizational needs ensures that the organization’s objectives are being served.

3.4.B

6

What is a value proposition?

A value proposition is a statement that communicates why a customer should buy from the seller.

3.4.B

7

What is a value proposition for Talent Development?

Why should customers get their learning and development from TD professionals?

Many times, internal functions like talent development are viewed as the low-cost, customized provider. In other words, the value proposition is that customers can get their learning and development specifically customized for their needs better than they would by going outside the organization. Other value propositions depend on the analysis performed on customers, products, offerings, and costs.

3.4.B

8

Many tools exist to help forecast problems and barriers to achieving objectives. Many problem-solving tools begin with brainstorming and then sorting or categorizing the output.

Name and briefly described of the 6 potential tools.

Cause and effect diagram, also known as a fishbone diagram, represents the relationship between an effect and all possible causes of that effect. Such diagrams are drawn to illustrate the causes in major categories.

5 whys can be used to determine the cause of a problem by asking “why?” five times. This helps ensure that the problem has been correctly identified instead of listing symptoms.

Force field analysis looks at the factors that are influencing movement toward and away from a goal.

Nominal group technique is a brainstorming method that involves individuals generating their own ideas first and then collectively creating ideas based on convergence of opinion.

Pareto charts are vertical bar charts that determine which problems to solve in what order.

Scenario planning looks at the trends and uncertainties that create possible future scenarios so they can be prepared for.

9

Fill in the blanks using the word bank below:

All potential _______ and issues should be discussed in the initial _______ process. All ______ can be identified in the ______, and a ________ plan can be developed.

risks
risk mitigation
constraints
project plan
planning

All potential constraints and issues should be discussed in the initial planning process. All risks can be identified in the project plan, and a risk mitigation plan can be developed.


3.4.D (3.4.5.2 Conduct a Constraints Analysis to Identify Limiting Factors)

10

What is a constraints analysis?

Resource analysis, also known as a constraints analysis, is an assessment of talent, systems, facilities, materials, equipment, and other input required for a proposed solution during the performance improvement selection phase. It identifies the project's limiting factors which may include budget, time available, scheduling, space, resource availability, resource expertise to conduct the analysis, and competing organizational priorities. This analysis should also detail all factors required to design a successful initiative and all resources needed to effectively plan, design, and develop communications and change management initiatives to support the solution implementation and resulting behavior change.

3.4.D

11

Which of the following is NOT identified in a constraints analysis?

A) budget

B) resource availability and needs

C) risks

D) time available

E) competing organizational priorities

C) risks

All potential constraints and issues should be discussed in the initial planning process. All risks can be identified in the project plan, and a risk mitigation plan can be developed.

3.4.D

12

Lack of support is a common problem associated with projects and project teams. What is the BEST way for a TD professional to avoid this challenge?

A) TD professionals should ensure each initiative is aligned with a TD strategic objective and has a key customer who visibly supports it.

B) A clearly defined team charter can specify team roles and responsibilities and who has decision-making authority.

C) They should schedule regular check-ins on the project plan to ensure they continue to be supported and visible.

D) TD professionals should only start a project once the resources have been committed.

A)

Lack of support. Key initiatives that are not visibly supported can lose momentum over time. TD professionals should ensure each initiative is aligned with a TD strategic objective and has a key customer who visibly supports it.

3.4.D

13

Unreasonable deadlines are a common problem associated with projects and project teams. What is the BEST way for a TD professional to avoid this challenge?

A) They should schedule regular check-ins on the project plan to ensure they continue to be supported and visible.

B) TD professionals should create a schedule with space to address problems and changes to ensure high-quality results completed on time.

C) TD professionals should negotiate with sponsors for more realistic timeframes or reduced project scope.

D) TD professionals should only start a project once the resources have been committed.

C) TD professionals should negotiate with sponsors for more realistic timeframes or reduced project scope.

Sometimes schedules are set too aggressively.

3.4.D

14

Shortage of resources is a common problem associated with projects and project teams. What is the BEST way for a TD professional to avoid this challenge?

A) TD professionals should create a schedule with space to address problems and changes to ensure high-quality results completed on time.

B) A clearly defined team charter can specify team roles and responsibilities and who has decision-making authority.

C) TD professionals should negotiate with sponsors for more realistic timeframes or reduced project scope.

D) TD professionals should only start a project once the resources have been committed.

D) TD professionals should only start a project once the resources have been committed.

A lack of resources to adequately address the project’s expected results can lead to failure.

3.4.D

15

What is Mager’s A-B-C-D process for developing objectives?

audience: the who

behavior: the performance; what the person is expected to be able to do, stated as specifically as possible

conditions under which the behavior is completed, including the tools or assistance provided

degree: the criterion of acceptable performance that the person should exhibit; examples include time limits, accuracy, and quality.

For example, “Leaders (audience) will enroll in the leadership development program (behavior) by submitting the nomination form (condition) no later than August (degree).

3.4.E

16

TD professionals should create very clear and memorable marketing messages.

One approach is to use the 6 Cs to objectively evaluate the effectiveness of different forms of communication, what's working, what isn't working, and why.

What are the 6 Cs?

clear

correct

complete

concise

coherent

courteous

3.4.E

17

Talent development should plan for two marketing efforts. What are they?

The first is creating an overall learning culture—a culture in which employees are learning constantly and passing that knowledge on throughout the organization. TD professionals begin by building relationships with leaders throughout the organization. This is likely their most important marketing charge.

The second marketing effort is to ensure that the entire organization comprehends the products and services talent development offers, such as learning platforms, management or leadership experiences, courses, or tools and resources.

3.4.E

18

What are the 6 high-level aspects of creating a TD Communication Strategy?

Determine Critical Information and Data

Determine the Audience: People Who Need to Know or Want to Know

Identify Methods Available

Identify a Timeline

Create a Communication Plan

Engage Stakeholder Review

3.4.F

19

True or False? The TD communication timeline should include redundancy.

True

The TD communication timeline should include redundancy—key messages should be sent several times using several different methods to ensure they are received.

3.4.F

20

TD professionals can build a relationship with senior leaders that provide visibility and support by asking them to do several things.

Which of the following leadership roles will NOT support building leadership endorsement and advocacy for TD initiatives, programs, and activities?

A) Speak at and attend learning programs

B) Create cascading organizational objective that incorporate learning

C) Serve on a governance board

D) Introduce new events

E) Serve as mentors and coaches

B) Create cascading organizational objective that incorporate learning

3.4.G

21

Three essential characteristics exist in a high-performance organization’s learning culture. Which of these is NOT one of the 3 essential characteristics?

A) a dedicated learning function

B) employee engagement

C) a sufficient budget to meet learning needs

D) senior-level responsibility for organizational learning

B) employee engagement

Improved employee engagement levels are an advantage of having a lifelong learning culture.

3.4.H

22

A key part of successfully building a learning culture is ensuring leaders and managers know what?

A) the role of a TD professional

B) that the impact of talent development initiatives are measurable

C) it is their responsibility to develop their employees

D) there are many advantages to having a lifelong learning culture.

C) it is their responsibility to develop their employees

The TD professional’s role is to serve as the catalyst and support for leaders and managers in this regard and provide learning opportunities for them to sharpen their talent management skills.

3.4.H

23

Being a lifelong learner has numerous advantages to the individual. Name 4 of the 9 advantages as outlined in TDBok.

Offer more opportunities to improve quality of life.

Boost confidence and self-esteem.

Challenge beliefs and opinions.

Increase ability to adapt to change.

Enhance their ability to achieve a more satisfying life.

Improve personal and professional development.

Foster the desire to take more risks.

Lead to a growth mindset.

Expand career advancement opportunities.

3.4.H

24

There are many advantages to having a lifelong learning culture. Name 3 of the 5 advantages as outlined in TDBok.

It improves:

employee engagement levels

overall organizational performance

ability to retain talent

ability to meet changing business needs and objectives

competitive ability.

3.4.H

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