Chapter 2.6 Career & Leadership Development Flashcards
A talent development professional joints and organization that does not have a well defined leadership development program. The town development professional must convince management to design and implement a leadership development program. Which argument would best help a talent development professional to convince management?
A leadership development program gives every employee the opportunity to become a manager.
All the major competitors of the organization have a leadership development program.
Organizations with successful leadership development programs have a high retention rate.
A successful leadership development program makes an organization process oriented and not result oriented.
Organizations with a successful leadership development programs have a high retention rate.
Studies have shown that organizations with higher quality leader ship are up to three times more likely to retain more employees. Leader ship development programs usually focus on high potential employees. Other organizations have similar programs may not be enough to convince the management of the benefits of these programs. Organizations that have successful leader ship development programs are result oriented.
An organization hires a talent development professional to design a leadership development program that is aligned with the organizational objectives. What should the talent development professional identify as a prerequisite for a successful leadership development program?
Being focused on present leadership requirements rather than future needs.
Being flexible in defining organizational goals rather than relying on standards.
Being aware of leadership gaps and it’s effect on organizational growth.
Being ready to hire successful leaders from outside
Being aware of leadership gaps and its effect on organizational growth.
Organizations should have fully engage senior managers who recognize leadership gaps as an obstacle to the execution of strategy. This is one of the key factors that distinguishes organizations that have successful leadership development programs. Organizations should institute standards and establish, track, measure, and evaluate goals. Organization should look for the skills required for future success and recognize the importance of having a pipeline of experienced, high-quality leaders to fill positions, knowing that having a vibrant succession plan may be better than hiring from the outside.
A talent development professional is assigned the task of building a competency framework for future leaders in an organization. The talent development professional seeks to analyze the development needs of the organization and the leadership requirements for the future. Which aspect should the talent development professional most focus on while identifying the future leadership requirements of the organization?
Past business issues faced by the organization.
The leadership styles of famous business leaders. Expected changes in technology and competition. The organizations learning and development initiatives.
Expected changes in technology and competition.
External changes such as technology, competition, regulatory, industry, and demographic alter the requirements of leadership in an organization. It is important to focus on the issues the organization is likely to face in the future to determine the competencies future leaders will need rather than focus on the past business issues. The leadership styles a famous business leaders or an organizations learning and development initiatives do not influence future leader ship requirements.
An organization faces a high attrition rate because of factors such as high levels of stress, lack of appreciation, and limited scope for professional development. The organization analyzes the reasons for the high attrition rate and introduces measures that aim to decrease the rate to 5% within the next 12 months. In this scenario, what kind of girl has the organization set?
An outcome goal.
A programmatic goal.
A process goal.
An interim goal.
An outcome goal.
In the given scenario, the organization has set an outcome goal. Outcome goals are based on the needs of the organization and the expectation of senior leaders. Intern goals are indicators of final goals and progress to the end result. A programmatic goal is related to the details required to start an implement specific programs. A process goal helps to achieve other bigger goals.
Which statement accurately differentiates between the interim goals and outcome goals of an organization?
Interim goals are aligned with an organizations mission statement, whereas outcome goals are aligned with an organizations vision statement.
Interim goals are indicators of final goals, whereas outcome goals measure the results of initiative on an organizational goals.
Interim goals are related to the details required to start and implement specific training programs, whereas outcome goals are indicators of the progress made to reach the result.
Interim goals are set by small organizations where as outcome goals are set by large organizations.
Interim goals are indicators of final goals, whereas outcome goals measure the results of initiative on organizational goals.
Interim goals are those that are indicators of final goals and progress to the end result. Outcome goals are based on the needs of the organization and the expectations of senior leaders. They measure the results of an initiative has on organizational goals. Operational or programmatic goals are related to the details required to start and implement specific training programs, not interim goals. Both interim goals and outcome goals are aligned with And organizations mission and vision statements. The goals are not differentiated based on the size of organizations.
A talent development professional designed a training program for the mid-level and senior level managers in an organization. The training program received poor feedback from the participants because if it’s faulty design. In this scenario, which factor has a talent development professional most likely overlooked while designing the program?
A comparison of the current leadership behaviors against the desired leadership behaviors.
Details of skills needed by the managers to meet future business challenges.
The convenience and effectiveness of self study courses.
The leadership responsibilities and the opportunities available for managers.
The leadership responsibilities and the opportunities available for managers.
Design issues include leadership responsibilities and opportunities available for leadership development candidates. A comparison of current leadership behaviors against as our leadership behaviors as part of the analysis phase of leadership development. The convenience and effectiveness of self study courses should be considered during the delivery phase. Details of skills needed to meet future business challenges should be considered during the contact design phase.
An organization identifies high potential employers with leadership qualities for a succession program. A talent development professional associated with the organization prepares a formal learning curriculum for the future leaders. To enhance the formal learning curriculum, the talent development professional recommends structure leadership development experiences. In the given scenario, which initiative is most likely to be included in the structured leadership development program?
Observation of leadership meetings.
Coaching from an external consultant.
International job assignments.
Stretch opportunities with feedback.
Stretch opportunities with Feedback.
Structure leadership development includes a list of annual recommended courses and a chance to experience short term projects or processes that build skills without a great disruption and current job responsibilities, stretch opportunities with Feedback, learning through hardships, or mentoring. International job assignments and coaching from an external consultant are highly structured leadership development initiatives. Observing leadership meetings is a semi structured leadership development exercise.
An organization has a referral system to help identify the eligible candidates for leadership development. The referral system has a clear nomination process that includes an application, supporting documentation, deadlines, required approval, and supervisory signatures. How is this system most likely to benefit the organization?
It will bring diversity in the organizations leadership ranks.
It will make it easy to identify high potential employees from within the organization.
It will expand the organizations customer base.
It will eliminate the necessity of developing a succession plan.
It will bring diversity in the organizations leadership ranks.
Referral systems provide an opportunity to expand diversity in an organization leadership ranks. Referral systems are unrelated to an organizations customer base. High potential employees are identified based on transparent, objective performance assessments rather than via referral systems. Referral systems do not eliminate the necessity of developing a succession plan.
How should talent development professionals help to identify high potential employees for leadership development programs in an organization?
By getting 360° feedback from employees interested in the programs.
By designing training courses that focus on the development of leadership skills.
By developing clear promotion criterion based on objective performance assessments.
By researching the future external challenges that the organization is likely to face.
By developing clear promotion criterion based on objective performance assessments.
To identify high potential employees, talent development professionals need to help organizations establish promotion criteria that define the high potential behaviors and achievements, based on transparent, objective performance assessments. Design and training courses that focus on developing leadership skills help to develop leadership skills and not identify the skills. Getting 360° feedback and researching future external challenges that the organization is likely to face can help to prepare leaders but are not necessary for identifying high potential employees.
An organization uses a leadership development program that focuses on skills necessary for managers such as communication, influencing, thinking systematically, and being agile. After a few years, a talent development professional is hired by an organization to review the program to ensure that it is able to grow and change to meet organizational needs. Which topic sure the talent development professional addressed during the review?
The flexibility of employees to work across departments.
The decision-making powers of the leaders.
The gaps in succession plans.
The reporting structure in the organization.
The gaps in succession plans.
Topics addressed during the leadership program review would include leadership succession plans such as gaps in key areas or predictions for outside talent recruitment. The review of leadership programs does not include the flexibility of employees, the reporting structure, or the decision-making powers of the organizational leaders.
A talent development professional is developing a program for a non-governmental organization. The program will grant participants a credential after they complete an assessment. The credential remain valid for one year. To retain the credential after one year, the participants need to meet renewal requirements. The program does not have specific learning objectives. It is voluntary and is not a job requirement. Which type of program is a town development professional most likely developing?
A certification program.
A qualification program.
A certificate program.
A knowledge management program.
A certification program.
The talent development professional most likely developing a certification program. Certification is a program that grants individuals a credential for a specified period of time. It is available to those who meet predetermined, standardized criteria, and the knowledge required to pass an assessment is learned through classes, self study, and experience. Certification is generally voluntary.
A certificate is earned by acquiring knowledge and never expires. Course attendance is often the only requirement although a test or project may be required.
A qualification program is usually a job requirement to ensure employees remain competent.
A knowledge management program focuses on gathering information present in an organization and making it easily accessible for employees.
A national organization for kindergarten teachers hires a talent development professional to develop a qualification program. What feature of must the talent development professional include to develop a qualification program?
It should be awarded based on classroom attendance.
It should allow teachers to participate voluntarily.
It should require recertification every six months.
It should be based on specific learning objectives.
It should be based on specific learning objectives.
A qualification program is based on narrowly defined content taught in a course and measured by an assessment. It is specific knowledge or skills based on the learning objective. A qualification program is frequently a job requirement. It might be valid for a lifetime or require renewal periodically.
A talent development professional is developing a program for professionals and the welding business. What would indicate that the program is a qualification program?
Trainers are prohibited from conducting the assessment.
The program is a job requirement for the welders. There is no assessment or exam at the end of the course.
It is based on a body of knowledge, not specific learning outcomes.
The program is a job requirement for the welders.
A qualification program is frequently a job requirement. It is based on narrowly defined content taught in a course and measured by an assessment. It’s a specific knowledge or skills based on the learning objectives. Trainers are aware of the test scores and may conduct the assessment.
A talent development professional is developing a certification program. Which guidelines for the talent development professional follow to develop the exam questions for the program?
Prohibit the release of exam questions to anyone who will be teaching prep courses.
Ensure that people who trained the content also conduct the assessment.
Ask the prospective trainers to develop the questions for the exam.
Create the exam questions after the program has been launched.
Prohibit the release of exam questions to anyone who will be teaching prep courses.
The talent development professional should prohibit the release of exam questions to anyone who will be teaching the course. Certification guidelines prohibit the release of exam questions to anyone teaching or developing prep courses and prohibit trainers from conducting the exam and developing questions for it. Creation of exam questions as part of the course development and he’s done with the help of multiple subject matter expert’s.
Why does an organization implement a qualification program?
To provide mentorship and coaching to employees. To determine the right person job fit.
To encourage open communication among employees.
To attract qualified candidates to become employees.
To attract qualified candidates to become employees.
One of the reasons an organization implement a qualification program is to attract qualified candidates to become employees. Finding the right person job fit, encouraging open communication among employees, and providing mentorship and coaching to employees are not the objectives of a qualification program.
