Chapter 3.2 Consulting & Business Partnering

Question 1

While working on a sales pitch to present to a customer, a talent development professional research is about the customers upcoming service offerings, decision-makers, and major competitors. The talent development professional then set up a lunch meeting with a customer representative and ask open ended questions to learn about the customers preferences, Expectations, and concerns. At the end of the meeting, the talent development professional promises to stay in touch with a customer and provide regular updates. What was the talent development professionals primary objective in this scenario?

To know the client.
To synthesize information and presentation methods. To present recommendations.
To influence the customer using expressive influencers.

Answer 1

To know the client.

In order to formulate recommendations and actions that will garner buying from the customer, a talent development professional Chanel the audience and began to assess the audience right from the start. In this scenario, the talent development professional six to another client. Only when the information is gathered about how to frame and format the data, should’ve talent development professional consider how to present the information. Presenting recommendations and tail planning a well thought out design long before the actual presentation.A talent development professional can influence the way the client excepts and buys into a recommendation by using expressive influencers. This scenario does not outline ways to synthesize information and presentation methods, present recommendations, or influence of customer using expressive influencers.

Question 2

A team of talent development professionals received a request from a client to take on a project. Before responding to the client, the team tries to determine answers to these questions: who will make the ultimate decisions for the client, what are the client has sufficient resources for the project, and whether the client will take responsibility for the results. What is the team attempting to find out?

The role of the client.
The data sources of the client.
The clients market share.
The demographics of the client.

Answer 2

The role of a client.

One of the things to consider about the client is to understand the client role. The role in the project address is whether the client has the resources, what are the client is ultimately responsible for the results, and whether the client is the ultimate decision maker. The team is not attempting to find out data sources, demographics, or the clients market share in this instance.

Question 3

A talent development professional is taking up a project with a new client. Before arriving at the specifics for the project, the talent development professional wants to assess the clients readiness to take out the project. The talent development professional has a general discussion with the client about the project. Which statement made by the client during the discussion indicates the client is ready to take up the project?

The client says that successively executing the project will personally mean something to the client. The client says that the organization is undergoing a restructuring.
The client says that a detail schedule for the project is yet to be prepared.
The client reveals that a major competitor has been performing poorly of late.

Answer 3

The client says that successively executing the project will personally mean something to the client.

Talent development professionals should begin by determine the clients readiness to take on a project. In this scenario, the client saying that the project mean something personally and a case of the project as a priority and the client is ready to take up the project. The client saying that a detailed schedule for the project is yet to be prepared and the organization undergoing a restructuring doesn’t indicate the client is ready to take up the project. The client revealing that a major competitor has been performing poorly of late doesn’t in anyway and decay the clients readiness to take up the project.

Question 4

Which of these actions should a talent development professional ideally take to establish credibility with a client?

Agree to all clients suggestions and questions only. Inflate the positive outcomes of a proposed solution. Accentuate only the positives of the solution proposed.
Exhibit a positive can-do demeanor about deliverables.

Answer 4

Exhibit a positive can-do demeanor about deliverables.

Question 5

A talent development professional meet the client to discuss the scope of work for a project on instructional design. To demonstrate capability to the client, the talent development professional delivers a presentation about some challenging projects that the talent development of professional was able to design and execute successfully. What is the primary motive of a talent development professional in this scenario?

To know the role the client
to know the priorities of the client
to establish a reputation
to gather data for strengths weaknesses opportunities and threats analysis

Answer 5

To establish a reputation.

Credibility as a consultant is based on reputation, relationship with management, success with past projects, length of time in the organization, how the talent development function and the consulting roles are viewed, and many other things.

Question 6

An organization was working with a client to deliver environmental friendly products to a small market. A talent development professional was appointed as a consultant for the project. The client delay the approval of the budget for the project and conducted a detailed risk analysis before the commencement of the project. Midway through the project, the client decided to bring in changes that contradicted the stated objectives of the project. Eventually, the project was shelved. In a given scenario, which sign should have worn the talent development professional of the turn of events?

The budget approval from the client took a long time to be approved.
The detail risk analysis show the rest of first nature of the client.
The talent development professional was appointed as a consultant and not as a permanent employee. The size of the target market for the environment friendly product was small

Answer 6

The budget approval from the client took a long time to be approved.

At times, talent development professionals will work with someone who exhibits negativity or put obstacles in the way. One thing talent development professionals can do is watch for early warning signs that include the clients being slow to approve work.

Question 7

A talent development professional has been assigned a project from a new client. The talent development professional has gathered all the information about the client. The talent development professional understands that there could be certain behaviors as a client and that may negatively affect a project. Which behavior is an early warning sign that the talent development professional should address immediately?

The client keeps emphasizing the fact that the budget is limited.
The client shows reluctance to share information. The client asked several questions about the proposed scope of the project.
The client insist on having a status meeting every week.

Answer 7

The client shells reluctant to share information.

At times talent development professionals will work with someone who exhibits negativity or puts obstacles in the way. Most often this happens when the information and recommendations are presented. Failing to provide information is an early morning sign of obstacles to a project.

Question 8

A talent development professional has gathered and analyzed crucial information on the relationship between social learning and employee engagement. The talent development professional wants to share this information with the management of the organization. What is the most effective method of presenting this information?

Calling up each member of management to explain the relevance of the information.
Preparing a report or video for management and presenting information in a meeting.
Meeting each member of management individually and explain the findings.
Sending each member of management a personalized email clearly explaining the process of data collection and the results.

Answer 8

Preparing a report or a video for management and presenting the information in a meeting.

Using information on how to frame and format data, talent development professionals should consider how to present the information. Following excellent presentation skills methods, talent development professionals can choose from a wide range of material such as reports, case studies, charts, graphs, tables, diagrams, pictures, visual aids, or videos.

Question 9

What is the difference between an expressive influencer and receptive influencer?

An expressive influencer is used to identify barriers to the successful implementation of a project, where as a receptive influencer is used to remove obstacles in the path of a project.
An expressive influencer is used to build trust, whereas a receptive influencer is used to sell an idea.
An expressive influencer includes making suggestions to communicate a desired action, whereas a receptive influencer includes asking thoughtful questions to draw out required information.
An expressive influencer is used to expand the thinking process, whereas a receptive influencer is used to negotiate solutions using incentives.

Answer 9

An expressive influencer includes making suggestions to communicate a desired action, whereas a receptive influencer includes asking thoughtful questions to draw out required information.

Expressive influencers are used to communicate a desired action by making suggestions or expressing needs. On the other hand receptive influencers are used to get information and guy thinking through asking open ended questions. Expressive influencers and receptive influencers are not used to identify and remove barriers in a project. Receptive influencers help to learn about, reinforce, or expand thinking through checking understanding or testing implications. On the other hand, expressive influencers give people a vested interest in taking an action by offering incentives or describing consequences. Receptive influencers are used to build trust, while expressive influencers are used to convince people to commit to an action through offering reasons or referring to goals and benefits.

Question 10

What is a benefit of receptive influencers in communication?

Receptive influencers encourage people to answer and a yes or no format.
Receptive influencers encourage people to share ideas and information.
Receptive influencers communicate the desired action by making suggestions.
Receptive influencers convince people to commit to action by offering reasons.

Answer 10

Receptive influencers encourage people to share ideas and information.

Receptive influencers are used to get information and guy thinking by asking open ended questions are drying out. Expressive influencers, not receptive influencers, are used to communicate the desired action by making suggestions and convincing people to commit to action through offering reasons.

Question 11

Which statement supports a town development Professionals role as a trusted advisor to an organizations C suite?

The talent development professional should develop a marketing strategy for promoting talent development within the organization.
The talent development professional should manage budgets for training and development programs in an organization.
The talent development professional should help stakeholders to connect and build trust by suspending and our departmental boundaries.
The talent development professional should help the leaders of an organization to make strategic decisions.

Answer 11

The talent development professional should help the leaders of an organization to make strategic decisions.

In the role of a trusted advisor to an organization C suite, a talent development professional should be able to help the organizations leaders and making strategic decisions. Talent development professionals can help stakeholders to connect, but suspending and our departmental boundaries is not necessary. The other options given are also necessary skills for a talent development professional, but they do not fall under the role of being a trusted advisor to an organization C suite

Question 12

What is a key difference in the roles of a talent development professional hired as a partner and a consultant?

The talent development professional experience.
The clients.
The skills involved.
The time of the relationship.

Answer 12

The time of the relationship.

Partnering and consulting are similar in every way such as the skills involved, the client, and the professional experience other talent development professional. The key point of difference between a partner and a consultant is the amount of time involved. Partnering is an ongoing role and consulting is defined by a start and finish.

Question 13

What is the contribution of Richard Beckhard to current consulting practices?

Introduced the concept that consultants should adapt solutions to suit organizations rather than except prepackage solutions from others. Popularized the plan do check act (PDCA) cycle for continuous improvements.
Introduced the concept of single double and triple loop learning.
Helped to define organization development as it’s known today.

Answer 13

Helped to refine organization development as it’s known today.

Richard Beckhard played a key role in defining organization development as a snow today.
Edgar Schein introduced the concept that consultants should adapt a solution to the organization and not accept package solutions by expert consultant’s.
Chris Argyris introduced the concept of single double and triple loop learning.
W Edwards Deming popular as the PDCA cycle for continuous process improvements.

Question 14

A talent development professional works as a consultant in an organization. The talent development professional examines is culture, the employees task, and the funding sources, among other things. But talent development professional concludes that the organizations culture has a strong impact on the employees ability to successfully execute the assigned task. Based on the model of consulting developed by Ruth Mc Cambridge, what is the role of the talent development professional in the organization?

Answer 14

Process consultant.

Based on the model of consulting developed by Ruth Nick Cambridge, the talent development professional plays a role of a process consultant. A process consultant examines the effects of processes, systems, interactions, traditions, culture, funding sources, and other interfaces in an organization. An expert takes a directive role. A facilitator takes a neutral position and act as a coordinator. The other pair hands refers to when a consultant plays a supporting role and the client is in charge of an outcome.

Question 15

A talent development professional anticipates corporate needs and discusses down with the senior management of an organization. The talent development professional always keeps the organization strategic goals in mind and spend time doing what senior management values. How is the talent development professional trying to build credibility here?

By developing interpersonal partnering skills.
By being proactive.
By establishing credibility as a result orientated player.
By focusing on organizational success.

Answer 15

By focusing on organizational success. A talent development professional can build credibility by focusing on organizational success. The talent development professional can do sell by spending time doing with the senior management team values, demonstrating the talent development functions relevancy by tying it to the bottom line, anticipating corporate needs and discussing down with senior leaders, establishing a reputation for recognizing that business must come first, and by thinking and acting strategically.A talent development professional is proactive on the talent development professional takes an active role in the organization. Interpersonal partnering skills deals with the importance of participating and communicating. Finally, establishing credibility as a result oriented player deals with delivering value in the role of a talent development professional.

Question 16

A talent development professional is hired as a consultant in an IT company that has a high attrition rate. The talent development professional organizers an exploratory meeting with a client and develops a consultant client relationship. The talent development professional and the client also agree on the roles and responsibilities of the consultant. Which phase of the consulting process is being described in this scenario?

Developing and implementing a solution. Understanding the issue.
Presenting findings and interpretations.
Assessing the need.

Answer 16

Assessing the need.

The scenario describes the first phase of the consulting process - assessing the need. This phase is also called the contracting phase. In this phase, the talent development professional begins to understand the clients organization, department, and needs. Understanding the issue is the second phase. Presenting findings and interpretations is the third face. Developing and implementing a solution is the fourth phase of the consulting process.

Question 17

Why should a talent development professional use interviews as a method of data collection?

Interviewers can interpret the answers of the participants according to the responses the interviewer is looking for.
Responses can be collected from a large number of people in a short period of time.
Interviews provide raw data that can be processed in any manner the talent development professional prefers.
Interviews help in getting detailed responses, as the interviewer can probe the participants.

Answer 17

Interviews help in getting detailed responses, as the interviewer can probe the participants.

A talent development professional should use interviewing as a data collection method when detailed responses are required. The other options are the disadvantages of interviews. An interviewer may interpret responses based on their biases. Interviews are time consuming. Additionally, data obtained from interviews lack consistency and will need to be processed carefully to avoid inaccurate results

Question 18

A talent development professional is asked to study issues with productivity and an organization. The talent development professional needs to be able to study the trends over time. The talent development professional decide to use productivity data collected within the organization within the last year to study the productivity trends. Why has a talent development professional made the right decision?

Because the talent development professional will be able to get candid data.
Because the talent development professional will not need to sift through extraneous data.
Because the talent development professional has more control over the methodology used to collect data.
Because a talent development professional will get consistent measurements and reliable data.

Answer 18

Because the talent development professional will get consistent measurements and reliable data by using extant data.

The other options given our related to the disadvantages of extant data.

Question 19

Ultimo talent development professionals conducting an exploratory meeting with the senior leader ship of an insurance firm who want to redesign certain processes in the company to improve employee satisfaction. After the exploratory meeting, the team interviewed several employees of the insurance firm. What should be the next step other team and the consulting process?

Identify the lessons learned.
Understand the issue.
Present the findings.
Develop a solution.

Answer 19

Present the findings.

Talent development professionals should present the findings to the senior leaders of the organization. I understand the issue is the second phase of the consulting process for data is collected. This phase is already completed and they given scenario. The fourth phase deals with developing a solution, what should be done after the findings are presented. Identifying the lessons learned is a process in the last phase of the consulting process - project completion and evaluation of results.

Question 20

A talent development professional who was hired as a consultant by an organization designed a year-long program to improve certain processes in the organization. After the completion of the project, the talent development professional is currently evaluating the results of the program and find the results indicative of other hidden organizational issues. What action should the town development professional take next?

Bring the program to a closure and start a new one. Implement a solution for the current issues.
Re-interpret the findings to obtain the desired result. Gather additional data and re-interpret the new information.

Answer 20

Gather additional data and re-interpret the new information.

The final phase of the consulting process deals with evaluating the results. During this time, the talent development professional may discover uncovered issues. In such cases the town development professionals should either extend the program or go back to the second and third phases of the consulting process to rediscover data and re-interpret the newly gathered information

Question 21

A talent development professional develop the program to integrate employees into the organizations culture. The talent development professional recommends using software that consolidates paperwork, training forms, compensation and benefits, and code of conduct required by each department. The talent development professional includes the organizations values, policies, and regulations in this program. The talent development professional also create a checklist to smooth in the process. Which process has a talent development professional development?

An on boarding process.
A management program.
A quality check process.
A mentoring program.

Answer 21

An on boarding process.

Talent development professionals can provide advice on talent acquisition strategies to the human resources department. The quality control department ensures that product meet the quality norms. The process described in the scenario does not refer to a mentoring program or management program.

Question 22

A talent development professional work closely with managers on a program to provide their employees personalize growth and development opportunities. The managers have one on one meetings with employees every month to discuss their performance, areas of improvement, accomplishments, and plan for the next month. The managers provide them honest feedback on her performance and guide them for their transition to a higher role in the organization. Which program to the talent development professional develop with the managers and employees?

An employee referral program.
A talent hunt program.
And on boarding program.
I mentoring program

Answer 22

Mentoring program.

The talent development professional developed a mentoring program. An employee referral program uses existing employees to recommend candidates for open positions and an organization. An on boarding program and ducks employ ease in an organization and a quaint them with their roles and responsibilities and organizational policies. A talent hunt program involves the identification of new talents in an organization.

Question 23

A talent development professional has to work with the leader ship of an organization to develop a leadership training program. What is the most effective way for the talent development professional to build a strong partnership with the leaders of the organization?

Exhibit strict behavior to underlined the importance of the program.
Avoid using business vocabulary in order to keep communications clear.
Share confidential information to gain their trust. Discuss ways to solve organizational problems.

Answer 23

Discuss ways to solve organizational problems.

Solid partnerships between business and talent development professionals ensure that an organization thrives. There are many things talent development professionals can do to build a partnership such as use business language, gain a clear understanding of the organization strategy strategic imperatives, goals, and plans, and understands and helps solves organizational challenges. Exhibiting strict behavior may not be the best way to develop a strong partnership. Using business language is recommended to build partnerships. Sharing confidential information is not the most effective way for the town development professional to build a strong partnership.

Question 24

The mission of an organization is to provide superior quality healthcare services at affordable prices. A talent development professional is asked to train the workforce and prepare it to face challenges. The talent development professional is required to work with the accounting, patient care, and recordkeeping units of the organization. What is a prerequisite for the talent development professional to effectively train the workforce?

Having knowledge of the healthcare sector any organizations objectives.
Solving some organizational problems to gain the trustees respect.
Building a personal rapport with the trainees before starting the training program.
Having work experience in the healthcare sector

Answer 24

Having knowledge of the healthcare sector and the organizations objectives.

To build and sustain organizational relationships with the business units, talent development professionals should have a clear understanding of the organization. They should understand the business or agencies mission and the industry it is in.

Question 25

A talent development professional conducts a boundary spanning leadership workshop for the senior management of an organization. The talent development professional uses a case study to highlight the importance of boundaries spanning and its challenges. What should the talent development professional recommend at the end of the case study to promote boundary spanning?

Reframe departmental boundaries to develop cooperation and promote collaboration.
Do away with the traditional reporting structure to give each employee decision-making powers.
Limit enter dependence across departments to enable them to function effectively.
Eliminate boundaries across departments to make the organizational structure of fluid.

Answer 25

Reframe department of boundaries to develop cooperation and promote collaboration.

Organizational requirements to support boundary spanning include defining boundaries to create safety, create an understanding of boundaries to foster respect, reframing the boundaries to develop community, and connecting to suspend boundaries and build trust. Boundary spanning does not involve the elimination of boundaries or the traditional reporting structure. It promotes collaboration but does not give employees decision-making powers. Boundary spanning refers to an organization employees communicating with each other and sharing information across department lines.

Question 26

What is a benefit a boundary spanning within an organization?

It eliminates the need for the organizational reporting structure.
It ensures that information confidentially is maintained within each department.
It reduces interdependence across departments.
It encourages the flow of innovative ideas across departments.

Answer 26

It encourages the flow of innovative ideas across departments.

Boundary spanning and balls and organizations employees communicating with each other and sharing information across department lines. An organization needs to cross-cut Boundaries to enable reinvention and boundary spanning. Boundary spanning does not change the reporting structure in an organization and promotes interdependence across departments.

Question 27

A talent development professional has to develop a strategy with a team of consultants to improve the organizations competitive advantage. The talent development professional focuses on demonstrating how each initiative affects the other processes in the organization. Which scale did the talent development professional use?

Mechanistic thinking skill.
Systems thinking skill.
Mind mapping skill.
Reduction is thinking skill.

Answer 27

Systems thinking skill.

System thinking involves understanding how changes in one part of the organization will affect the rest of the organization. Reductionist thinking breaks down an idea into smaller parts and then is used to describe the whole idea. Mind mapping is non linear form of thinking. Mechanist thinking is based on the efficient causality of natural systems.

Question 28

How does an organization benefit from employee development programs?

It’s promotion rate increases.
It’s attrition rate decreases.
It’s hiring rate increases.
It’s credit rating decreases.

Answer 28

It’s attrition rate decreases.

Organizations that support employee development reap the benefits of that effort in many ways, such as increased retention. An increase in employee retention means a lower attrition rate and a lower hiring rate. Employee development programs do not affect credit ratings or the promotion rate.

Question 29

Atown development professional creates a strategic hiring plan for a fortune 500 organization to support its expansion plans. What factor my talent development professional consider while developing the plan?

The motivational level of employees.
The hiring preferences of the existing employees. The share price of the organization.
The skills gap in the organization.

Answer 29

The skills gap in the organization.

To align to organizational requirements, talent development professionals should complete a workforce plan for their clients, identifying critical roles and gaps between the current population and what is needed. And they given scenario, the talent development professional must have consider the current skill level in the organization and the desired skill level to help the organization reach its goals. The motivational level of current employees, the hiring preferences of the current employees, and the share price of the organization do not influence hiring plans

Question 30

A talent development professional working in an e-learning organization prepares a listOf options for the employees to enhance her skills to adhere to the new competency framework developed by the organization. Which development option should be included in the list?

Enter duction of employee feedback surveys. Promotion based on seniority.
Cross functional training.
Promotion based on attendance.

Answer 30

Cross functional training.

Many development options exist to ensure that employees enhance your skills and stay abreast of organizational changes. Organization sometimes arrange for advanced degree in education, executive and management courses, or certification programs for their employees. Promotions based on attendance or employee feedback surveys do not lead to scale enhancements.

Question 31

A talent development professional is attempting to implement a specific talent development strategy in an organization. However, upper management opposes the strategy citing a shortage of resources. How should a talent development professional tackle this barrier?

Build a business business case to demonstrate how the strategy is really an investment that will save time and money.
Focus on one organizational level at a time, as continuously engaging with all levels may disrupt partnerships.
Avoid using data to support change initiatives as it tends to confuse and antagonize resistors. Disseminate information about new processes through the organizational grapevine.

Answer 31

Build a business case to demonstrate how the strategy is really an investment that will save time and money.

Talent development professionals should be aware of possible barriers to implementing what may seem like practical and necessary solutions to organizational problems. At times, the barrier may be limited resources or a short term focus. And both of these situations, building a business case as a possible deterrent to the resistance to show how the solution is really an investment that saves time or money. The other options are detrimental to talent development strategies.

Question 32

A talent development professional observes that the departments and an organization do not communicate sufficiently with each other. What is a problem that this organization most likely faces?

The department evolves at a rate faster than the change.
The employees in the organization assume that learning and work are one in the same.
The departments lack organizational perspective and work in structural silos.
The training department focuses on providing learning experiences rather than learning events.

Answer 32

The departments lack organizational perspective and work and structural silos.

Talent development professionals should be aware of the maturity level of the organizations learning culture. If it is undeveloped, there may be an assumption that learning is different from work; departments may not have an organizational perspective because they work in structural silos, or leader ship may not recognize that continuous learning should be leverage as a competitive advantage. Learning experiences are more effective in facilitating learning and learning events. Evolving at a faster rate than change is a characteristic of continuous learning

Question 33

Which statement represents an immature learning culture in an organization?

Learning is less about outputs and more about outcomes.
The organizations departments and functions are devoid of structural silos.
The organizational grapevine is not used to disseminate important process information. Continuous learning is not leverage as a competitive advantage.

Answer 33

Continuous learning is not leverage as a competitive advantage.

Talent development professionals should be aware of the maturity level of the organizations learning culture. If it is undeveloped, there may be an assumption that learning is different from work; departments may not have an organizational perspective because they work in structural silos, or leadership may not recognize that continuous learning should be leveraged as a competitive advantage. Organization wide feedback sharing and continuous learning focus on outcomes are features of a learning organization. Even though the grapevine may be a fast way to transfer information, talent development professionals should not depend on this tactic due to the risk of inaccuracies

Question 34

Atown development professional is aware that the learning culture in an organization is undeveloped. What statement most accurately indicates the culture in this organization?

Learning is distinct from work.
Learning is collective and continuous.
Learning integrates strategy with talent.
Learning as a strategic asset.

Answer 34

Learning is distinct from work.

Talent development professionals should be aware of the maturity level other organizations learning culture. If it is undeveloped, there may be an assumption that learning is different from work; departments may not have an organizational perspective because they work in structural silos, or leader ship may not recognize that continuous learning should be leverage as a competitive advantage. Learning that is collective and continuous and a great strategy with talent, and is treated as a strategic asset is a characteristic of a mature learning culture.

Question 35

A talent development professional encounters stuff resistance when introducing changes to Traditional training culture methods of working in an organization. Upon further investigation, the talent development professional find that some managers disagree with new processes but are hesitant to express their views openly. How should the town development professional deal with the situation?

Communicate openly to increase structural silos within the organization.
Make adherence to change supervised and mandatory
Ensure and assure that it’s safe to express a disagreement
Avoid addressing the resistance until change implementation is complete.

Answer 35

Ensure and assure that it is safe to express disagreement

Sometimes there is a general resistance to change because individuals fear the unknown. There may be a fear of losing power, Control, or influence. In that case, talent development professionals can get to the reason for the resistance by ensuring that it safe to express disagreement, identifying other options with the resistor, and ensuring that the root cause of the problem has been identified. Ensuring open communication across departments eliminates, rather than increases, silos.

Question 36

A talent development professional encounters opposition when introducing changes to training culture methods of working in an organization. Upon further investigation, the talent development professional find that certain managers fear losing their power and control and, hence, oppose changes. How should the talent development professional deal with the situation?

Discuss other possible options with the managers. Communicate openly to increase structural silos within the organization.
Avoid addressing the situation until change implementation is complete.
Resolve conflict by focusing on the personality rather than the behavior of the managers.

Answer 36

Discuss other possible options with the managers.

Sometimes there is a general resistance to change because individuals fear of the unknown. There may be a fear of losing power, control, or influence. In that case, talent development professionals can get to the reason for the resistance by ensuring that it safe to express disagreement, identifying other options with the resistor, and ensuring the root cause of the problem has been identified. Ensuring open communication across departments illuminates, rather than increases, silos. I’m trying to resolve conflict, talent development professionals should focus on the behavior rather than the personality of the people involved in the conflict situation.

Question 37

What is one way of minimizing organizational barriers to talent development strategy implementation?

Proving that learning is distinct from work.
Waiting until resistance occurs to identify support. Ensuring structural sales within the organization. Identifying the root cause of the resistance.

Answer 37

Identify the root cause of the resistance. Sometimes there is a general resistance to change because individuals fear the unknown. There may be a fear of losing power, control, or influence. In that case, talent development professionals can get to the reason for the resistance by ensuring it is safe to express disagreement, identifying other options with the resistor, and ensuring the root cause of the problem has been identified. An assumption that learning is distinct from work is a sign of undeveloped learning culture. Organizations must focus on eliminating silos by facilitating open communication across departments.

Question 38

A talent development professional is preparing to implement some practical necessary solutions to problems in an organization. What is the best way to prevent barriers whatever limiting these solutions?

Help all stakeholders to transition from performing to the forming stages.
Demonstrate to people that learning is distinct from work.
Openly communicate the solutions to all functions to increase structural silos.
Anticipate objections and then include them in a initiation presentation

Answer 38

Anticipate objections and then include them in and initiating presentation.

Talent development professionals should be aware of possible barriers to implementing what may seem like practical and necessary solutions to organizational problems. Talent development professionals should anticipate objections and then include them in a presentation or be prepared when they arise. Ensuring open communication across departments illuminates, rather than increases, silos. And assumption that learning is distinct from work is a sign of undeveloped learning culture. Groups and teams must a.m. to transition from forming to the performing stages rather than the other way around.

Question 39

A talent development professional is trying to implement new, efficient processes to meet business needs. However members of the board do not agree that changes are required and oppose the new processes. What should the tower development professional do to tackle this barrier?

Use data to support the need for new processes and prove long-term benefits.
Disseminate information about new processes through the organizational grapevine.
Engage an independent third-party to evaluate existing processes against the proposed ones. Demonstrate to all stakeholders that learning is distinct from work.

Answer 39

Use data to support the need for new processes and approve long-term benefits.

Talent development professionals should be aware of possible barriers to implementing what may seem like practical necessary solutions to organizational problems. One way of doing this is by providing clarity on how the solution supports organizational goals, using data where appropriate. The other options are detrimental to talent development solutions. An assumption that learning is distinct from work as a sign of undeveloped learning culture. Even though the grapevine may be a fast way to transfer information, talent development professionals should not depend on this tactic due to the risk of inaccuracies

Question 40

What is one way of minimizing organizational barriers to talent development strategy implementation?

Focusing on increasing structural silos.
Proving that learning is distinct work.
Relying on the organizational grapevine.
Having a strategy that shows return on investment.

Answer 40

Having a strategy that shows return on investment.

Even though talent development professionals may have gather data, created a business case, and have a positive strategy that demonstrates a return on investment, they may experience barriers and resistance to their solutions and strategies. Organizations should work towards illuminating rather than increasing structural silos. And assumption that learning is distinct from work is a sign of undeveloped learning culture. Even though the grapevine may be a fast way to transfer information, talent development professionals should not depend on this tactic due to the risk up in accuracies.

Question 41

A talent development professional is working on a project that has recently had a roadblock. The client calls for a meeting with the team working on the project and ask the team what suggestions do you have for solving this problem within a week? What is the benefit of asking such a question?

The question is an example of a receptive influencer that offers others best interest in taking actions to meet certain objectives.
The question is an example of a receptive influencer that facilitates discussion by posing challenging questions.
The question is an example of an expressive influencer that convinces the team to commit to action by referring to goals and benefits.
The question is an example of an expressive influencer that communicates the action desired by the client by making suggestions.

Answer 41

The question is an example of a receptive influencer that facilitates discussion by posing challenging questions.

Receptive influencers helped facilitate discussions by clarifying issues and posing challenging questions

Question 42

A senior talent development professional set up a meeting with a team member to discuss future Possibilities of working on projects that require new skills and collaboration with other teams. The team member mentions that will be challenging for the person to work on such projects. The manager asked tell me more about the challenges. Which receptive influencer is being used by the talent development professional?

Attune.
Facilitate.
Inquire.
Negotiate.

Answer 42

Inquire.

Inquire is a receptive influencer that influences by getting information and guiding thinking by asking open ended questions or drawing out

Question 43

What can a talent development professional do as a trusted advisor to an organizations C suite?

Help to implement change in the organization to achieve the outcomes the organization wants. Apply techniques to promote innovation in the organization.
Develop performance improvement solutions to help employees of the organization.
Analyze and interpret organizational data and find patterns and relationships.

Answer 43

Help to implement change in the organization to achieve the outcome of the organization wants.

In the capacity of a trusted advisor, the talent development professional should be able to help implement change in the organization to achieve the outcome of the organization wants. To do so, talent development professionals should partner with stakeholders throughout the organization and use their expertise to deliver problem-solving guidance.

Question 44

A talent development professional has recently joined an organization as a consultant. The town development professional is trying to build credibility in the organization by applying business acumen. Which activity would help the talent development professional do you so?

Learning more about the industry the organization is in.
Exhibiting a positive demeanor.
Anticipating corporate needs and discussing them with the leaders of the organization.
Getting involved in new projects and task forces.

Answer 44

Learning more about the industry the organization is in.

A talent development professional can develop credibility by Plein business acumen through learning more about the industry the organization is in

Question 45

A talent development professional needs to collect data to understand the issues concerning employee dissatisfaction in an organization. The talent development professional chooses to use focus groups for collecting data. What disadvantage with the talent development professional need to be aware of while using this method?

The interviewer would need to listen to more people in a limited time period.
Participants are likely to provide to many ideas to the interviewer after listening to each other‘s responses. Using focus groups as a resource intensive method of data collection.
It is not possible to observe nonverbal behaviors and a focus group.

Answer 45

Using focus groups as a resource intensive method of data collection.

The disadvantage of focus groups is that it is a resource intensive

Question 46

What is the contribution of peter block to the field of organizational development?
He identified the four rolls played by talent development consultant.
He popularized the plan do check act (PDCA) cycle for continuous process improvements.
He contributed toward the development of the ladder of inference concept
he developed a five phases of consulting model that is the base of most consulting models used now.

Answer 46

Peter Block developed the five pieces of consulting model that is the base of most consulting models used now.

Question 47

Why should I tell him develop professional Chi is the survey method when collecting data about a process and an organization?

Construction of questions for surveys can be done easily.
Results are easy to tally.
Participants can express themselves freely and surveys.
Response rates are high.

Answer 47

Results are easy to tally.

Question 48

A talent development professional is asked to find causes for a lack of communication among teams in an organization. The talent development professional decides to use self assessments to collect data from the managers and employees of various teams. What should a town development professional remember about the shortcomings of this method of data collection?

The responses given by the participants can be biased.
The talent development professional cannot build on information obtained using this method.
This method is time and resources and intensive
Candid information cannot be collected using this method.

Answer 48

The responses given by the participant can be biased

Question 49

Atown development professional works with the customer service and marketing teams of an organization to gather feedback about a new product from actual customers and potential users. The talent development professional facilitates and moderate small gatherings of customers and neutral been used so that they can freely share their opinions on the product, discovery issues and ideas for the added to the new product that customers find important, and explore product improvements. Which partnering option is the talent development professional using?

Leading a focus group to gather data.
Focusing on extrinsic employee motivation.
Establishing a mentoring program.
Leading and engagement survey.

Answer 49

Leading a focus group to gather data.

Question 50

A talent development professional collaborates with the management of an organization to demarcate the roles and responsibilities of each department in an organization. They arrange employee engagement activities where employees from different departments work together as a team. They also provide cross scaling and knowledge exchange opportunities to encourage employees to work across departments. Which organization practice supports this scenario?

Micromanagement.
Employee surveys.
Diversified recruitment.
Boundary spanning.

Answer 50

Boundary spanning.

Boundaries spanning refers to an organizations employees communicating with each other and sharing information across department lines.

Question 51

According to a 2016 study by the Society for human resource management, employees to participate in a development program are more satisfied and feel that their employers are recognizing them for their value. What is the most likely outcome of employee satisfaction and motivation?

Lower turnover rates.
Lower customer conversion rates.
Hire employee participation rates.
Lower promotion rates.

Answer 51

Lower turnover rates.

Turnover rates refers to the percentage of employees leaving an organization within a certain period. Organizations that support employee development reap the benefits of that effort in many ways, such as increase retention rate and, therefore, lower turnover rates.

Question 52

Athena town development professionals and an organization develops a program where in employee from the marketing department can work alongside of employee from another department for a month. The program aims to allow employees to see the methods and processes different departments follow, reflect and learn from each other’s experiences, share best practices, and that work with employees from all departments. What program has a talent development professional development?

A job shadowing program.
A job certification program.
A performance management program.
An on boarding program

Answer 52

A job shadowing program.

The given scenario exemplifies job shadowing. Many development options exist to ensure that employees enhancer skills and stay abreast of organizational changes. Shadowing or understudy efforts offer development options to employees.

Question 53

A talent about my professional joins a new organization as a senior manager. The town development professional notices that the organizations learning culture has low maturity. The talent development professional also feels that the different departments in the organization lack an organizational perspective. What is likely a reason for this?

The organizations departments divulge information about their processes to other departments.
The organization does not be learning as a structural asset.
The organization works under the assumption that learning and work are in a related.
The organization does not enable structural silos.

Answer 53

The organization does not feel learning as a structural asset.

Talent development professionals should be aware of the maturity level other organizational learning culture. If it is under developed, there may be an assumption that learning is different from work; departments may not have an organizational perspective because they were constructural silos, or leader ship may not recognize that continuous learning should be leverage as a competitive advantage. An organization may not feel learning as a strategic asset.

Question 54

A talent development professional joins a new organization. The talent development professional suggests to the senior managers of the organization that creating a learning culture throughout the organization can help to enable collective learning and problem-solving To improve the organizations ability to accomplish its mission. However, some managers as change in the organizations learning culture what is most likely the reason for this resistance?

They are aware that learning is different from an independent at work.
They are afraid that structural silos will be eliminated.
They are afraid of losing power, control, or influence. They are aware that continuous learning reduces the organizations competitive advantage.

Answer 54

They are afraid of losing power control or influence.

Question 55

A talent development professional is involved in implementing solutions to organizational problems. The talent development professional creates a business case and demonstrates that the solution strategy guarantees a return on investment. However the talent development professional solutions are faced with resistance. To avoid these barriers, the talent development professional decides to use the organizations in formal communication networks to transfer information and to lay the groundwork for future communication. What should the talent development professional keep in mind while implementing the solutions?

Using the informal communication network helps to keep learning distinct from work.
Relying on the informal communication network result and slower information dissemination.
Relying on the informal communication network and Walser risk of inaccuracies.
Using the informal communication network helps the organization by increasing structural silos

Answer 55

Relying on the informal communication network involves a risk of inaccuracies.

Even though the use of the organizations grapevine or informal communication network may be a fast way to transfer information, talent development professionals should not depend on this tactic to the risk of inaccuracies.