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SHRM CP 2020 > 2 - People: Learning and Development (From Study Group) > Flashcards

2 - People: Learning and Development (From Study Group) Flashcards

1
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A
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2
Q

Action Learning Leadership Development

A
  • Continuous learning and improvement through “real work”
  • Opportunities for reflection and feedback
  • Learning how to learn
  • Opportunities to apply new skills immediately
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3
Q

ADDIE Model

A

Analysis

Design

Development

Implementation

Evaluation

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4
Q

Adult Learning

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5
Q

Analysis

ADDIE Model

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6
Q

Auditory Learners

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  • Learn by hearing (more than reading)
  • Are sensitive to speech patterns
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7
Q

Career Development

A
  • Career Planning - individual
  • Career Management - organization
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8
Q

Career Development Trends

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  • Multiples jobs and careers
  • Greater individual responsibility
  • Nontraditional employment
  • Temporary, contract, and contingent work
  • Accelerated responsibility
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9
Q

Cultural Influences on Career Development

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  • Cultural characteristics - power distance, paternalism, time orientation
  • Favoritism within groups
  • How advancement opportunities may be seen
  • External conditions - unions, political instability
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10
Q

Delivery Approaches: Blended

A

Adjust mix to content and audience

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11
Q

Delivery Approaches: Instructor-led

A
  • Actual or virtual classroom
  • Incorporates multiple activity styles
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12
Q

Delivery Approaches: On-the-Job

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  • Demonstration
  • Immediate feedback
  • Retesting
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13
Q

Delivery Approaches: Self-Directed

A
  • Self-paced
  • Multimedia
  • Mobile
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14
Q

Design

ADDIE Model

A

Be aware of cultural influences:

  • Preferred learning strategies
  • Team rather than individual goals
  • Topic- or subject-centered versus situational or problem-focused learning
  • Instructor or individual and self-directed training
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15
Q

Developing Global Leaders

A

Be aware of the challenges in a global organization such as:

  • Local feelings about whether leaders are “born” or “made.”
  • Leadership models in different cultures.

Respond by:

  • Developing an organizational culture that values leader development.
  • Localizing leadership competency models.
  • Prioritizing local acceptance and support.
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16
Q

Development

A

Preparing for future responsibilities through job experiences, relationships, assessment and educational courses

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17
Q

Development

ADDIE Process

A
  • Case studies
  • Round robin
  • Roleplays
  • Structured exercises
  • Simulations
  • Fishbowl activities
  • T-groups
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18
Q

Evaluation

ADDIE Process

A
  • Assess objectives.
  • Identify best practices.
  • Conduct investment analysis.
  • Measure impact of training on individuals.
  • Collect data to influence future training.
  • Analyze design and delivery.
  • Guide future decisions.
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19
Q

Executive-Level Leaders

A
  • Long-range assessment and planning
  • Communicating strategic vision and plans and implementing structural and policy changes
  • Managing stakeholder relationships
  • Fostering a high-performance culture
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20
Q

Forms of Career Development

A
  • Employee self-assessment tools
  • Apprenticeships
  • Job rotation, enlargement, enrichment
  • Projects, committees, teams
  • Internal mobility
  • Coach and mentoring
  • Universities, colleges, associations, continuing education
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21
Q

Global Learning and Development

A
  • Cross-cultural awareness
  • International assignment preparation
  • Global team building
  • Managing virtual teams
  • Issues related to laws, ethics and organizational values
22
Q

HR’s Role in Leader Development

A
  • HR professionals must be leaders themselves, proposing and implementing changes that improve the organization’s effectiveness.
  • They can improve the organization’s leadership bench strength by:
    • Identifying current employees who are or could be leaders and providing them with leadership development opportunities.
    • Making sure that recognized leaders have what they need to develop skills further or improve weak skills
  • They continually align the organization’s leadership needs with its strategy and adjust development programs accordingly.
23
Q

HR’s Role in Learning and Development

A
  • Ensure alignment of learning and development activity with strategic goals.
  • Gather input from stakeholders.
  • Use workforce analytics to guide development.
  • Scan internal and external environment to identify critical learning needs and opportunities.
24
Q

Implementation

ADDIE Process

A
25
Q

Individual Development Plans

A

Base-line Information:

  • Employee profile
  • Career goals/objectives
  • Development objectives
  • Training and development interventions
  • Outcomes
  • Signatures and dates

Effective when:

  • Aligned with organizational needs.
  • Are an objective, accurate assessment.
  • Include challenging development activities.
  • Include coaching and feedback opportunities.
  • Employee owns and embraces them.
26
Q

Kinesthetic Learners

A
  • Learn by doing it themselves (tactile learning)
  • May be bored by inactivity
27
Q

Level 1 - Reaction

Kirkpatrick’s Levels of Evaluation

A

Measures reaction of participants to the training

  • Checklists
  • Questionnaires
  • Interview
28
Q

Kirkpatrick’s Levels of Evaluation

A
  1. Reaction
  2. Learning
  3. Behavior
  4. Results
29
Q

Knowledge Retention Strategies

A
  • What knowledge may be lost.
  • The consequences of losing that knowledge
  • The actions that can be taken to retain that knowledge.

technology-based systems + softer systems = knowledge retention

30
Q

Leader Development

A

Organization’s training and professional development programs aimed at building executive/manager skills and abilities to influence and flex to different and challenging situations

31
Q

Leader Development Methods

A
32
Q

Leader Development Strategies

A

Experience:

  • “bad” bosses can positively influence one’s sense of leadership
  • “good” bosses focus on mentoring and coaching

Formal Systems

  • Build leadership pipeline in integrated system-wide manner
  • Require organizational discipline

Effective Strategies

  • Greater competitive advantage
  • Sustainable leadership strategy built on actions and culture

Experience + Formal Systems = Effective Strategies

33
Q

Leadership

A

Ability of an individual to influence a group or other individual to achieve a goal or result

34
Q

Leadership Assessment Tools

A
  • Leadership inventories - 360-degree instruments
  • Work sample measures
    • Situation judgment tests
    • Assessment centers and simulation
  • Emotional intelligence assessment tools
35
Q

Learner Participation and Retention

A
36
Q

Learning

A

Acquiring knowledge, skills, behaviors and competencies

37
Q

Level 2 - Learning

Kirkpatrick’s Levels of Evaluation

A

Measures how knowledge, skills and attitudes changed

  • Post-measures
  • pre-/post-measures
  • Pre-/post-measures with control group
38
Q

Level 3 - Behavior

Kirkpatrick’s Levels of Evaluation

A

Measures the change in behavior

  • Performance tests
  • Critical incidents
  • 360-degree feedback
  • Simulations
  • Observations
39
Q

Level 4 - Results

Kirkpatrick’s Levels of Evaluation

A

Measures organizational results

  • Return on stakeholder expectations
  • ROI analysis
  • Progress toward organizational objectives
  • Performance appraisals
40
Q

Lower-Level Leaders

A
  • Administering and managing
  • Aligning tasks with strategic mission and goals
  • Addressing obstacles
41
Q

Middle-Level Leaders

A
  • Implementing structures and policies
  • Leading multiple units
  • Planning and coordination
42
Q

Obstacles to Leader Development

A
  • Slowly developing crises
  • Suppressive effects of organizations and communities
  • Valuing individual performance over teamwork
  • Potential negative publicity
  • Lack of global mindset
  • Insufficient organizational focus
43
Q

Obstacles to Learning

A

Resistance to learning can be caused by external or internal factors:

  • Low tolerance for change
  • Lack of trust
  • Peer group pressure
  • Bad previous experience
  • Lack of organizational commitment

Leverage adult learners’ experience and relationships.

44
Q

Organizational Learning

A
  • Individual: mainly through experience and what is learned from others and training
  • Group: through increase in skills, knowledge, and abilities accomplished within groups or teams
  • Organizational: through shared insights and knowledge of individuals and groups and builds on past organizational memories
45
Q

Roles in Career Development

A
  • Every employee bears primary responsibility for his or her own career.
  • Managers can perform the following roles:
    • Coach
    • Appraiser
    • Advisor
    • Referral agent
46
Q

The Learning Organization

A

A learning organization adapts quickly to changes in the environment by altering organizational behavior. It provides the environment for learning and development.

  • Systems thinking
  • Mental models
  • Personal mastery
  • Team learning
  • Shared vision
47
Q

Training

A

Providing knowledge, skills or abilities (KSAs) specific to a particular task or job

48
Q

Training Delivery Tools

A
  • E-learning
  • Learning portals
  • Learning management systems
  • Webinars
  • Mobile learning
  • Virtual-world simulations
  • Social media
49
Q

Training ROI

A
  1. Isolate effects of training.
  2. Convert effects (benefits) into monetary values.
  3. Calculate costs of training.
  4. Compare.

HR professionals should be aware of their organization’s thresholds for ROI and their effects on L&D activities

50
Q

Transfer of Learning

A

Effective and continuing application of knowledge and skills at the worksite.

51
Q

Visual Learners

A
  • Learn from seeing
  • Associate information with images
52
Q

Why Leaders Fail

A
  • Inability to learn from mistakes
  • Lack of:
    • Interpersonal skills
    • Openness to new ideas
    • Accountability
    • Initiative
  • Assumption of dominance
  • Self-identification with organization
  • Thinking they have all the answers
  • Demand for total backing
  • Obsession with company image
  • Underestimation of major obstacles
  • Resistance to change and new ideas

SHRM CP 2020 (19 decks)

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