3.5.A, B, C, D Skills in Performance Improvement Flashcards Preview

CPTD Exam Spring 2021 > 3.5.A, B, C, D Skills in Performance Improvement > Flashcards

Flashcards in 3.5.A, B, C, D Skills in Performance Improvement Deck (18)
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1

Name some examples of performance support systems and tools.

Examples of electronic performance support systems (EPSS) include:

*e-learning
*mobile apps
*learning portals
*interactive PDFs
*how-to videos
*searchable knowledge bases.

Examples of non-electronic tools include:

*quick reference guides
*infographics
*job aids
*process maps
*FAQs
*decision trees
*checklists.

3.5.6 (3.5.A)

2

True or False?

"Few employees can learn all the knowledge and skills they need to do their work, and providing performance support systems and tools is one way to support employees."

True.

3

What is the definition of "Performance Support"?

Performance support provides just enough information to complete a task when a performer needs it and where a performer needs it. It is embedded within the natural workflow and is organized for use within a specific context, such as the location or role that requires completion.

3.5.6.1

4

What are the five fundamental moments of learning that make up the full spectrum of learning and performance support requirements?

Apply. When performers need to act upon what they have learned, including remembering what they forgot or adapting to a new situation.

Learn new. When performers are learning how to do something for the first time.

Learn more. When performers are expanding what they’ve learned.

Solve. When problems arise or things don’t work the way they were intended.

Change. When performers need to learn a new way of doing something, requiring them to change skills that are deeply ingrained in their practices.

These provide a framework for helping performers become and remain competent in their roles.

3.5.6.2 Five Moments of Learning Need

5

To design effective support for learners, which of the following should TD professionals NOT consider?

A) understand what has changed and how it has changed

B) make it easy to access

C) consider the physical environment

D) think about it from the learner’s perspective

A) understand what has changed and how it has changed

Change is one of the five moments of learning needs:

At the moment of “change,” tools can be designed to help employees understand what has changed and how it has changed. When these changes are part of the performance support tools, employees can continue with their work.

6

Which of the following is true about performance support?

A) it should be simple and comprehensive

B) it should be simple and difficult to find

C) it can be complex, but must incorporate training best practices

D) it can be complex, but it must be easy for users to access what they need

D) it can be complex, but it must be easy for users to access what they need

7

What are some of the advantages that performance support tools can provide?

optimizing employee performance on the job,

reducing the costs associated with on-the-job errors,

and enabling continuous performance improvement

3.5.6.5

8

What is a performance analysis for HPI?

The process to measure the gap between the actual performance and the desired performance.

3.5.4.1

9

Which step comes before the performance analysis in the HPI process?

TD professionals begin with a business analysis to define the context in which the performance occurs. This involves collecting information about the organization’s current and potential customers, suppliers, competitors, and regulatory authorities, providing a clearer picture of the environment in which the work occurs.

The performance analysis follows the business analysis, and TD professionals should identify organizational and key performer outcomes that are critical to the process

10

What are "key performers" in HPI?

key performers consistently produce outcomes with above average results.

11

What are the 3 goals of conducting a performance analysis?

identifying the desired and actual performance levels to calculate the gap

understanding the differences between how standard and key performers produce outcomes

uncovering potential barriers and enablers of performance.

12

What are open vs. closed systems?

An open system can be influenced by events outside the system; a closed system is selfcontained and outside events can have little influence upon it. In reality, many things are a mixture of open and closed systems.

3.5.7.1

13

True or False?

Systems thinking has a significant role in performance improvement.

True

Because performance improvement involves introducing changes to an organizational system, systems thinking increases awareness of the effects that those changes will have on the entire system and on desired business results.

14

True or False?

Resistance behavior will usually get worse before it gets better.

True

3.5.7.1

15

Organizations gain knowledge through experience from four sources. What are they?

A) trial and error, tribal knowledge, historical archives, generational transfer

B) individual contributors, managers, clients, vendors

C) individuals, teams, the organization itself, and other organizations

D) individuals who learn, other organizations, formal education, on-the-job learning

C) individuals, teams, the organization itself, and other organizations

3.5.7.5 How Organizations Learn

16

What are the five factors that affect human performance, which are grouped as intrinsic and extrinsic factors?

Intrinsic Factors:
-Knowledge
-Skills
-Desire

Extrinsic Factors:
-Environment
-Opportunity

17

True or False?

Training can improve the intrinsic factor of human performance, desire.

False.

Desire is a factor that training cannot improve. The performer may be perfectly capable of doing the task but simply is not motivated to do so.

3.5.7.6 Human Factors of Learning

18

What is Kurt Lewin's force field analysis and when would you use it?

Force field analysis, developed by Kurt Lewin, is a tool to identify the driving forces and the resisting forces that create an equilibrium that resists change; individuals can influence change by strengthening the driving forces or weakening the resisting forces.

Use to identify barriers to performance to performance and factors that enable change.

A diagnostic tool developed by Kurt Lewin to assess two types of forces (driving and restraining).

3.5.B

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