Chapter 3.5 - Performance Improvement

Question 1

A TD professional is given the task of increasing employee productivity and decreasing performance errors with the help of performance support tools. What is the best way for the talent development professional to do this?

Embed additional information within the natural workflow.
Ensure that the employees enjoy enough time off work to return refreshed.
Invite external experts to train employees and soft skills.
Design feedback to be given after the task are completed.

Answer 1

Embed additional information within the natural workflow.

Performance Support provides just enough information to complete a task when a performer needs it and wear a performer needs it. It is embedded within the natural workflow and is organized for use within a specific context such as a location or role that requires completion. The other options do not provide performance of support when most needed.

Question 2

What is likely to be the most effective support tool for a product engineering team that needs help with performance?

How to videos and info graphics available within the workflow.
A university course that employees can sign up for. An organizational chart other reporting relationships in the organization.
Membership to a professional network of product engineers.

Answer 2

How to videos and info graphics available within the workflow.

Infographics and how to videos are likely to be the most effective support tool for a product engineering team that needs help with performance.

Question 3

A TD professional is designing performance support tools for when performers are learning how to do something for the first time. Which moment of learning is the TD professional most likely focusing on?

Apply.
Solve.
Learn new.
Learn more.

Answer 3

Learn new.

The learn new moment of learning occurs when performers are learning how to do something for the first time.

Question 4

What are interactive PDFs, learning portals, and mobile apps examples of?

Motivation systems.
Nonelectronic performance support systems. Electronic performance support systems. Compensation systems.

Answer 4

Electronic performance support systems.

Question 5

And organization needs to overhaul as traditional best practices, as it no longer serves business needs. For which fundamental moment of learning what performance support tools need to be designed and implemented?

Change.
Learn more.
Apply.
Integrate.

Answer 5

Change.

The change moment of learning occurs when performers need to learn a new way of doing something, requiring them to change skills that are deeply ingrained in their practices.

Question 6

Employees at a traditional publishing company are now being required to upgrade their technical knowledge and skills to keep up with the companies move toward digitization. The employees are apprehensive because most of them have no technical experience or know how, and the companies age old processes are ingrained in them. Which moment of learning should a talent development professional tap into while creating performance support tools for the employees?

Apply.
Change.
Analyze.
Think.

Answer 6

Change.

The TD professional shit happened to the change moment of learning that occurs when performers need to learn a new way of doing something, requiring them to change skills that are deeply ingrained in their practices.

Question 7

What term is used to describe a systematic approach of determining what employees need to do a specific learning moment?

The Seven S approach.
Rapid job task analysis.
Stakeholder analysis.
Nine box assessment.

Answer 7

Rapid job task analysis.

Designing a tool begins at the moment of need and the workflow by conducting a rapid job task analysis, a systematic approach for identifying what employees need to do at the learning moment.

Question 8

What should TD professionals remember to do when designing effective performance support tools for learners?

Think about the tools from management perspective only.
Consider the physical environment when designing the tool.
Make the tool challenging to access for the learners. Make all tools not electronic.

Answer 8

Consider the physical environment while designing the tool.

To design an effective support for learners, TD professionals should consider the physical environment while designing the tool. They should also think about it from the learners perspective and make it easy to access. They need not make all tools nonelectronic, as this might not be helpful for the learners.

Question 9

Which of the following is an example of an electronic performance support tool?

A job aid.
A frequently asked questions FAQ document.
An info graphic.
A searchable knowledge base.

Answer 9

A searchable knowledge base.

Electronic performance support tools should be available to employees just when they need them and where they need them. Examples include searchable knowledge bases and learning portals.

Question 10

Which of the following is an example of a non-electronic performance support tool?

An info graphic.
A mobile app.
An interactive PDF.
How to video.

Answer 10

An info graphic.

Nonelectronic performance sport tools should be available to employees just when they need them and where they need them. Examples include info graphics, process maps, and decision trees.

Question 11

A TD professional is addressing gabs and employees performance. The TD professional fines at the lack of feedback on complete at work and the lack of clarity on task to be performed are two other primary factors behind the gabs and performance. Now that the factors influencing the performance problems have been determined, what should the TD professional do next?

Establish desired performance outcomes.
Conduct a business analysis.
Perform a formative evaluation.
Select a suitable performance solution.

Answer 11

Select a suitable performance solution.

When addressing performance gaps, a TD professional should select a suitable performance solution after determining the factors that influence the performance problems. Formative evaluation, the establishment of desire performance outcomes, and business analysis are done before determining the influencers affecting the performance.

Question 12

While conducting a performance analysis for a client, a TD professional identifies the influencers affecting the performance. What should the TD professional do before recommending a solution set to the client?

Consider all possible solutions before deciding the solution set.
Pick the most common solutions used in such a situation.
Select a set a multiple solutions to address any influencers missed an analysis.
Create a broad range of solutions to allow the client to determine the solution set.

Answer 12

Consider all possible solutions before deciding the solution set.

Before recommending a solution, the TD professional should consider all possible solutions to ensure that the best solution is being recommended. Selecting multiple solutions to address any missed influencers will unnecessarily increase the cost and indicate that the TD professional has not conducted a thorough analysis. Instead of providing a list of solutions to the client, the TD professional must provide clear recommendations to close the performance gaps. Picking the most common solution used in such situation is not the best course of action, as what may have worked for one situation may not work in every situation.

Question 13

A TD professional is conducting a performance analysis for team members in an organization. Which tool show the TD professional used to identify barriers to performance and factors that enable change?

Warner Burke George H Litwin change model
Williams bridges transition model
Political, economic, social, and technological analysis
Kurt Lewins force field analysis.

Answer 13

Kurt Lewins force field analysis.

The TD professionals should use Kurt Lewins force field analysis to identify barriers and enable change.

Question 14

An organization notices that employees productivity has dipped considerably since the last financial quarter. The organization hires a TD professional to diagnose the cause of law performance and improve it. After analyzing the situation, the TD professional determined that the primary cause a poor performance is low motivation. Which solution would best help the talent development professional to address the issue of low motivation?

Enable employees to develop a fixed mindset. Implement a rewards and recognition program. Encourage the micromanagement of employees. Provide extensive on the job training.

Answer 14

Implement a rewards and recognition program.

One of the solutions to address Low motivation and employees is to implement a rewards and recognition program. Motivational factors are intrinsic but are likely to be affected by the work environment.

Question 15

According to the ATD human performance improvement model HPI, which performance influencer is an example of the category “learning and development” and is associated with knowledge and skills required to perform a job?

Availability of coaches or mentors.
Appropriate sequencing of work processes.
Clarity in job design.
Presence of external opportunities and threats.

Answer 15

Availability of coaches and mentors.

The availability of coaches and mentors is an example of a performance influencer from the category learning and development. Clarity and job design is an example of the category human resources and selection. Appropriate sequencing of work processes is an example of a category work processes. Presence of external opportunities and threats as an example the category management and organizational support.

Question 16

Which is a primary reason why TD professionals should work in partnership with key stakeholders and the performance improvement process?

To arrive at solutions single-handedly.
To reduce personal responsibility for the solution.
To gain credibility with clients.
To speed up the performance improvement process.

Answer 16

To gain credibility with clients.

Involving stakeholders and the performance improvement process helps the TD professional to gain credibility with the client. Involving stakeholders and the performance improvement process does not necessarily speed up the process.

Question 17

A TD professional conduct a brainstorming session with a team to select a performance improvement solution. The team and the TD professional clarify the solutions and create a list of all the solutions ranking for the most popular to the least popular. Which decision making method are the team and a TD professional using?

Force Field analysis.
The five whys technique.
A countermeasure matrix.
The nominal group technique.

Answer 17

The nominal group technique.

The team and the TD professional are using the nominal group technique in which a team brain storms and comes up with a list of causes or solutions to a performance problem. A countermeasure matrix determines counter measures for the influences that caused issues and identifies up to three potential solutions. A force Field analysis doesn’t involve brainstorming and raking solutions. The five whys technique focuses on different causes that result in performance gaps.

Question 18

A TD professional uses a countermeasure matrix to select a solution set for performance improvement. The TD professional and other stakeholders identify three potential solutions and the actions required to implement the solutions. On the basis of which elements are the identified solutions likely to be ranked?

Time required, expected effectiveness, and ease of implementation.
Time required, popularity, and ease of implementation.
Cost, time required, and expected effectiveness. Cost, ease of implementation, and popularity.

Answer 18

Cost, time required, and expected effectiveness.

Question 19

While conducting a performance analysis for an organization, IT professional find out from the project manager that senior management is not fully on board with the idea of implementing a skill development program. The manager also states that the organization will benefit from the training and request the TD professional try to convince senior management by exaggerating the programs expected outcomes. In such a situation, what would be the best course of action that the TD professional should take?

Ignore the project manager and focus on the work. Follow the personal code of ethics to decide a course of action.
Use the organizations code of ethics to guide the decision.
Accept the managers request an act accordingly.

Answer 19

Use the organizations code of ethics to guide the decision.

When faced with an ethical dilemma, it is important to let decisions be guided by the organizations code of ethics.

Question 20

A TD professional has recently re-designed the workflow in an organization to remove redundant processes and improve efficiency. What does the TD professional need to do in order to accurately evaluate the impact a process redesigning?

Perform a force Field analysis.
Review the adequacy of equipment tools and fixtures.
Collect formative and summative productivity data. Establish key performance indicators.

Answer 20

Collect formative and summative productivity data.

To accurately evaluate the impact our process of redesigning, the TD professional should collect and compare formative and summative productivity data.

Question 21

A TD professional is responsible for performance analysis in an organization. The TD professional wants to define the context in which the performance occurs. What should the TD professional begin with to accomplish this?

Select an appropriate performance solution. Recognize the barriers and enabling forces that have an impact on performance.
Determine ways to eliminate or we can barriers that have an impact on performance.
Conduct a business analysis.

Answer 21

Conduct a business analysis.

TD professionals begin with the business analysis today find the context in which the performance occurs. After determining what is influencing the performance problem, TD professional select an appropriate performance solution. Recognizing the barriers and enabling forces that may have an impact on the actual performance and determining ways to eliminate them at her at a later stage in the process.

Question 22

A TD professional is conducting a performance analysis in an organization. The TD professional begins with a business analysis to define the context in which the performance occurs. What should the TD professionals next step be?

Select an appropriate performance solution.
Identify key performer outcomes that are critical to the performance analysis process.
Develop a holistic implementation strategy and obtain stakeholder approval and support.
Select human performance improvement solutions to address gaps.

Answer 22

Identify key performer outcomes that are critical to the performance analysis process.

TD professionals began with the business analysis to define the contacts and watch the performance of hers. The performance analysis follows the business analysis, and the TD professionals should identify organizational and keep performer outcomes that are critical to the process. To begin, they will identify key performers.

Question 23

A TD professional is analyzing performance in an organization. As a first step, the TD professional collects information about the organizations clients and competitors to understand the work environment. Which step of the performance analysis process has a TD professional undertaken in this scenario?

Systems thinking.
Solution selection.
Business analysis.
Organizational transition.

Answer 23

Business analysis.

TD professionals begin with a business analysis to define the contacts and watch the performance occurs. After determining what is influencing the performance problem, the TD professional select an appropriate performance solution.

Question 24

A TD professional is involved in the organizations performance analysis. The TD professional starts by collecting information about the organizations clients and competitors to understand the work environment. After that, the TD professional identifies the organizations key performers. Which statement accurately outlines why the TD professional has identify the key performers?

Key performers help the TD professional to determine the policies related to compensation systems.
Interviewing key performers can help the talent development professional to perform a business analysis.
Interviewing key performers can help a talent development professional to implement organizational transition.
Key performers consistently produce outcomes with above average results.

Answer 24

Key performers consistently produce
outcomes with above average results.

Key performers are important to performance improvement because they consistently produce outcomes with above average results. They are unlikely to help the TD professional to determine the policies related to the compensation systems.

Question 25

A TD professional is involved in an organizations performance analysis. The TD professional starts by undertaking a business analysis. As a next step, the TD professional identifies the organizations key performers, as they consistently produce outcomes with above average results. After identifying them the TD professional observes and interviews them. How can observing and interviewing keep performers help the TD professional?

By uncovering whether they add, remove, or change steps in the process.
By facilitating the creation of inter-relationship digraphics
By approving the TD professionals industry knowledge.
By enabling the identification of global factors that can affect the organizational system.

Answer 25

By uncovering whether they add, remove, or change steps in the process.

Key performers are important to performance improvement because they consistently produce outcomes with above average results. Observing and interviewing them will help to uncover whether they add, renewed, or change steps in the process.

Question 26

A TD professional is conducting a performance analysis and an organization. The TD professional begins with a business analysis to define the contacts and watch the performance occurs. What technique can the TD professional use during the performance analysis?

Multi-voting.
Focus groups.
Adjustment ergonomic factors.
Nominal group technique.

Answer 26

Focus groups.

TD professionals may use several techniques during the performance analysis, such as interviews with subject matter expert’s and conducting focus groups.

Question 27

A TD professional conduct performance analysis for an organization. After performing a business analysis and interviewing key performers, the TD professional identifies the desired an actual performance levels. Why is the step needed?

To facilitate the creation of interrelationship digraphics.
To calculate the performance gap.
To reduce the cost associated with on the job errors. To minimize performance barriers by increasing structural silos

Answer 27

To calculate the performance gap.

TD professionals may use other techniques during the performance analysis, such as interviews with SMEs, conducting focus groups, and observations of customers, suppliers, and other performers. One of the goals is to identify the desired an actual performance levels in order to calculate the gap.

Question 28

What is the goal of the performance analysis undertaken by TD professionals?

Gauging the willingness and ability for management and organizations to support the workforce.
Enabling the identification of a cultural and global factors that can affect the organizational system. Understand the difference between how standard and key performers produce outcomes.
Minimizing performance barriers by increasing structural silos within the organization

Answer 28

Understanding the difference between how standard and key performers produce outcomes.

During performance analysis, TD professionals may use techniques such as interviews with SMA’s, conducting focus groups, and observations of customers, suppliers and other performers. One of the goals is to understand the differences between how standard and key performers produce outcomes.

Question 29

A TD professionalism is involved in an organizations performance analysis. The TD professional starts by undertaking a business analysis. As the next step, the TD professional observes and interviews the organization is key performers. Then the TD professional conduct focus groups and interviews SMEs. What is most likely the primary goal of the performance analysis that the TD professional undertakes?

To uncover potential barriers and enabler’s of performance.
To enable smooth organizational transitions.
To gain knowledge of the principles of performance improvement.
To reduce the cost associated with on the job errors.

Answer 29

To uncover potential barriers and enabler is a performance.

Question 30

What is an objective of the performance analysis conducted by TD professionals?

Understanding the relationship between data availability and creative performance.
Identifying the desired and actual performance levels in order to calculate the gap.
Increasing structural silos in the organization to enhance performance.
Aligning workers and managers to the work that needs to be completed.

Answer 30

Identifying the desired and actual performance levels in order to calculate the gap.

Question 31

A TD professional is involved in an organizations performance improvement. After identifying the organizational problems that have an impact on performance, the TD professional works with senior managers to define system boundaries. What should the TD professional keep in mind by defining the system boundaries?

On boundaries are defined the focus might move away from analysis.
Boundaries that are defined too broadly lead to a localized analysis.
When boundaries are defined, the problem scope might increase.
Boundaries that are defined too broadly create a complex analysis.

Answer 31

Boundaries that are defined too broadly create a complex analysis.

System boundaries are defined to reduce the problems scope and maintain analysis focus. Boundaries that are refined too broadly create a complex analysis. Boundaries that are define too nearly lead to a localized analysis, possibly excluding significant variables.

Question 32

A TD professional is involved in an organizations performance improvement. The TD professional identifies organizational problems related to performance and uses systems thinking to examine the problems holistically. What caution will the TD professional need to take while using this approach?

Boundaries define too broadly can lead to the exclusion of significant variables.
Many of the inner connections in a system operate through the flow of information.
The most obvious part of the system is often the least crucial detriment of his behavior.
In a complex system, the influence tends to be found near the symptom.

Answer 32

Many of the inner connections in a system operate through the flow of information.

When improving a process, TD professionals should determine where the information exist. In a complex system, the influence may not be found near the symptom. Boundaries that are define to broadly create a complex analysis. Boundaries that are defined to narrowly lead to a localized analysis, possibly excluding significant variables. The least obvious part of the system, its function, or its purpose is often the most crucial detriment of the systems behavior

Question 33

A TD professional is part of the leadership team of an organization that recently underwent a merger, with a number of issues that then began to crop up. The leader ship team discusses a possible reason for the failure of the merger. What is the team most likely to conclude?

The organization could not effectively communicate with the mergee because of a lack of structural silos.
The organization failed to identify the desired and actual performance levels to calculate the gap.
The organization did not consider the human factors and merging different cultures.
The organization defined its system boundaries to broadly, which led to the exclusion of significant variables.

Answer 33

The organization did not consider the human factors and merging different cultures.

Mergers, acquisitions, downsizing, and other organizational transitions involve changes in organizational structure that must be managed. Many organizational transitions fail because management and not consider the human factors in merging different cultures. System boundaries are defined to reduce the problem scalp and maintain analysis focus. Boundaries that are define too broadly create a complex analysis. Boundaries that are define to narrowly Lead to a localized analysis, possibly excluding significant variables. Calculating performance gap is unlikely to affect organizational transitions. Silos occur when departments and an organization do not share information, priorities, and processes with other departments. Organizations should aim to illuminate structural silos by facilitating communication across departments.

Question 34

A TD professional joined an organization. The TD professional wants to develop broad knowledge about the organization by developing a sense of its entire system. What is the best time for the TD professional to do this?

During business analysis.
During performance analysis.
During gap analysis.
During solution selection.

Answer 34

During business analysis.

A sense of the organizations entire system, TD professionals should develop abroad company knowledge. This is typically done in the business analysis step. Solution selection, performance analysis, and gap analysis occur at later stages.

Question 35

What is the ultimate goal of organizational learning?

To ensure that the system boundaries create a complex analysis.
To acquire the ability to successfully adapt to changing environments.
To ensure that the organization has structural silos. To acquire the ability to define system boundaries as broadly as possible.

Answer 35

To acquire the ability to successfully adapt to changing environments.

The ultimate goal of organizational learning is to acquire the ability to successfully adapt to changing environments, increase efficiency, and be more competitive. System boundaries are defined to reduce the problem scope and maintain analysis focus. Boundaries that are define too broadly create a complex analysis. Boundaries that are defined to narrowly lead to a localized analysis, possibly excluding significant variables.

Question 36

The senior managers of an organization approach a TD professional for help and acquiring a broad understanding of the industry in which the organization operates. During the business analysis phase of the performance improvement process, the TD professional analyzes the business environment to identify factors that will help to improve organizational results. What is one of the factors that will help the TD professional in this direction?

Identifying competing or contradictory organizational goals.
Defining system boundaries broadly to ensure a localized analysis.
Identify methods to create structural silos.
Defining the context in which performance occurs before conducting a business analysis.

Answer 36

Identifying competing or contradictory organizational goals.

To effect changes that will improve organizational results, TD professionals should have a broad understanding of the industry in which an organization operates. The business analysis phase of the performance improvement process uses the organizational strategy and business environment to identify different organizational goals, including ones that may be competing or contradictory. Organizations should aim to eliminate rather than create structural silos by facilitating communication across departments. The context in which performance occurs is defined during rather than before business analysis. System boundaries that are define to broadly create a complex analysis. Boundaries are defined to narrowly lead to a localized analysis, possibly excluding significant variables.

Question 37

A TD professional wants to initiate organization why changes aimed at improving the achievement of business goals. To this end, the TD professional must identify the organizations competition, new and emerging technologies, innovation, and latest market demands. During which phase of the performance improvement process should the talent development professional identify these factors?

The business analysis base.
The solution selection phase.
The gap analysis phase.
The performance analysis phase.

Answer 37

The business analysis phase.

To effect changes that will improve organizational results, the TD professional should began benchmarking to learn more about the industry. The business analysis phase of the performance improvement process uses the organizational strategy and business environment to identify the competitive environment and what the organizations competition is doing, new and emerging technologies, innovation, market demands, and so forth. Solution selection, performance analysis, and gap analysis of her at later stages.

Question 38

Which type of learning involves the ability to think Insightfully about complex issues, the ability to take innovative, coordinated action, and ability to create a network that will allow other work groups to take action as well?

Organizational learning.
Individual learning.
Team learning.
Inter-organizational learning.

Answer 38

Team learning.

Team learning occurs when individuals within a team acquire and share experience and knowledge with others. Peter Senge defines three dimensions of team learning

1. The ability to think insightfully about complex issues.
2. The ability to take innovative, coordinated action.
3. The Ability to create a network that will allow other teams to take action as well.

Individual learning occurs when individuals learn skills or ideas, and they implement or transfer the new knowledge to their work, perhaps increasing their productivity. Organizational learning as a method an organization uses to create knowledge that relates to the organizations mission and organize it in a way that subunits or functions can use. Inter-organizational learning occurs and fix business models, such as franchising situation.

Question 39

An employee in an organization is not provided appropriate feedback on the work done. The employee feels that there is a lack of appreciation for accomplishments and a lack of adequate compensation for contributions. Which intrinsic factor of learning does this situation have an impact on the most?

Desire.
Skill.
Environment.
Opportunity.

Answer 39

Desire.

Desire is an intrinsic factor of learning that training cannot improve. The performer may be perfectly capable of doing the task but simply is not motivated to do so. The lack of desire or motivation does not imply that the performer is unmotivated. The lack of feedback, different priorities, conflicts between personal values and job requirements, rewards for incorrect behavior, punishments for appropriate behavior, the lack of appreciation for accomplishments, and the lack of adequate compensation, benefits, and other rewards can all cause a lack of desire. Scale refers to physical movement, coordination, or they use a motor activity to accomplish a task. Environment and opportunity are extrinsic factors of learning.

Question 40

The employees in an organization lack the necessary computer hardware and software tools to perform the task correctly. This results in poor productivity and unacceptable quality of work. Which extrinsic factor of learning does the scenario illustrate?

Opportunity.
Knowledge.
Skill.
Environment.

Answer 40

Environment.

The environment is an extrinsic factors of learning that refers to a lack of resources, such as tools, equipment, furniture, hardware, software, and inappropriate physical conditions. If the environmental conditions are unsuitable, the effect could be the inability to perform. Opportunity relates to whether the performer is actually able or allowed to do the job. Skill and knowledge are intrinsic factors of learning.

Question 41

An organization hires a TD professional to analyze the unsatisfactory performance of the marketing department and helping to design better marketing strategies and effective marketing messages. What is most likely to be one of the aims of the talent development professional in the given scenario?

Encouraging marketing professionals to develop their own career development strategies.
Defining the parameters of performance management broadly to include all significant variables.
Implementing a similar performance improvement strategy in another department to test the effectiveness of the strategy.
Identifying the causes of the performance gap of marketing executives.

Answer 41

Identifying the causes of the performance gap of marketing executives.

The purpose of performance improvement is to boost organizational results by strengthening individual and organizational performance. Using a systematic approach, performance improvement and to identify the causes of the performance gap. Performance management does not imply employees charting their own career paths. Generalized a solution may not work for all departments. Boundaries that are defined to broadly create a complex analysis.

Question 42

A TD professional designs a process to consistently produce mobile learning products for an organization. These products are then sold to customers. Which term best describes the customers of this product?

Standard performers.
Target jobs.
Key performance.
Stakeholders.

Answer 42

Stakeholders.

Stakeholders may be a single person, group, or the organization that has interest in the project and who can impact at success. And this case, the customers other products are the stakeholders. Keep performers are individuals who are in the Target job who consistently produce outcomes with above average results, while standard performers are individuals and the Target job who meet most performance standards. Target jobs are the specific jobs that are the objective of a performance improvement project or effort.

Question 43

A TD professional works with the customer service department of an organization to help them ploy ease to engage and communicate effectively with customers. The talent development professional follows ATD’s human performance improvement HPI model to identify performance problems and design and manage performance solutions for customer service executives. The talent development professional designs measurable, Time bound, and outcome focus goals for the executives. Which step of ATD’s HPI model is the talent development professional working on in the given scenario?

Performance and key performer analysis.
Influence analysis.
Solution selection.
Business analysis.

Answer 43

Business analysis.

In the business analysis phase, TD professionals examine the factors affecting the organization strategic imperatives, goals, and outcomes related to the performance problem to produce measurable, time bound, Outcome focus goals for the organization or business unit.
The performance and keep her former analysis identifies and clarifies the problem or performance gap by focusing on the desired performance state, actual performance day, and the gap between the two. Influence analysis identify the factors contributing to the performance gap. Solution selection requires TD professionals to recommend performance improvement solutions to the client

Question 44

A TD professional uses a performance improvement model that identifies exceptional performance standards for employees in all departments in an organization. The TD professional that identifies the barriers that prevent employees from attaining these performance standards. Business analysis, performance analysis, key performer analysis, and influence analysis are using this model. Which human performance model is the TD professional following?

Mayer and Pipes model.
Gilberts behavior engineering model.
Harless’s front end analysis model.
Halloway-Mankins performance DNA model

Answer 44

Halloway Mankins performance DNA model.

Halloway Mankins performance DNA model seeks to identify exceptional or key performance and the barriers preventing its attainment. It’s four analysis phases are business analysis, performance analysis, key performer analysis, and influence analysis.
Gilbert’s behavior engineering model identify six major sets of factors that can either hinder or facilitate workplace performance.
Harless’s front end analysis model is a diagnostic model designed to identify the cause of a performance problem and focus on three forms of analysis business, performance and cause.
Mayer and Pipe’s model identifies a specific problem and then follows a structured flow chart to determine the importance of the problem and the results of either solving it or ignoring it.

Question 45

Which statement aligns with Gilberts behavior engineering model?

Both environmental and individual factors hinder workplace performance.
A structure flow chart determines the importance of an organizational problem.
Change management is included in the solution implementation phase.
Three performance levels need to be described for optimal organizational performance.

Answer 45

Both environmental and individual factors hinder workplace performance.

Gilberts behavior engineering model identifies six major sets of factors that can either hinder or facilitate workplace performance. Three of these factors are environmental, and three are individual.
Rummler-Braches nine box model describes the introduction of systems thanking into the organization by defining three performance levels and three performance needs.
Change management is included in the solution implementation phase and the International Society for performance improvements HPT model.
A structure flow chart to determine the importance of the problem is used in Magers and Pipes model.

Question 46

A TD professional uses ATDs HPI model to analyze the performance gap of talent development professionals working in an organization. In this scenario, what is likely to be identified in the influence analysis stage?

The desired performance level.
The relationship between the performance gap and major organizational goals.
The actual performance state.
The reasons for the existence of the performance gap.

Answer 46

The reasons for the existence of the performance gap.

Influence analysis identify the factors contributing to the performance gap. It answers the question, why does the performance gap exist? The relationship between the performance gap and major organizational goals as part of the business analysis phase. Identifying the desired performance level and the actual performance level is part of the performance and key performer analysis face.

Question 47

A performance improvement project that follows ATDs HPI model has moved from the solution selection stage to the solution planning and implementation stage.
Which activity should TD professionals perform in this stage?

Identify factors in the environment that support human performance.
Calculate the performance gap.
Check the availability of resources.
Conduct a summative evaluation of the model.

Answer 47

Check the availability of resources.

Solution planning and implementation, which is the fifth stage, requires TD professionals to consider the resources available, sequencing, timing, and other factors to ensure successful implementation. Identification of factors in the environment that both Support and hinder performance and calculating the performance gap are part of the performance and key performer analysis. Conducting a summative evaluation of the model is part of the evaluation and results phase.

Question 48

Concentrating first on the desired and state before looking at the activities necessary to reach that performance is most logical. Which principle a performance improvement aligns with this statement?

Using a white base approach rather than a result based approach.
Looking at organizational problems holistically.
Using the results based approach rather than a needs-based approach.
Focusing on outcomes rather than on behavior.

Answer 48

Focusing on outcomes rather than on behavior.

Outcomes are easier to detect and measure because many behaviors are not visible such as planning. Focusing first on the desired end state before looking at the behaviors necessary to reach that performance is logical. Focusing on outcomes rather than behavior is one of the three fundamental principles of performance improvement. Using a result based, systematic approach and looking at organizational problems holistically are the other two principles, but the statement given in the scenario does not align with these principles.

Question 49

The mid-level managers in the production department of an organization receive negative feedback from one of their largest clients for failing to deliver projects on time. A TD professional uses a result-based, systematic approach for improving the performance of managers. What should the TD professional remember while using the results based approach in this case?

The systematic approach does not have to be justified by the results of a cause analysis.
The client may not have correctly identify the problem.
The focus should be on employee behavior not on outcomes.
The problem does not necessitate a deep investigation, as it’s not an organizational level problem.

Answer 49

The client may not have correctly identify the problem.

The TD professional should not assume that the client has correctly identify the problem. The results based approach must be driven by business need an a performance need a must also be justified by the results of a cost analysis. I’ll comes are easier to detect and measure, and so the focus should be on outcomes rather than on behavior. One of the basic ideas of performance improvement is looking holistically and strategically at organizational problems.

Question 50

The lack of proper information channels and poor work processes lead to poor employee performance in an organization. A TD professional seeks to improve employee performance by using one of the HPI models. In this scenario, what should the TD professional do to minimize the chances of a break in momentum and continuity in the organization, processes, and performers?

Change the organization goals to line with a project. Focus on employee behavior rather than an outcome.
Use a wants based approach and not a result based approach.
Manage change as soon as the performance improvement project starts.

Answer 50

Manage change as soon as the performance improvement project starts.

TD professionals should start to manage change as soon as the performance improvement project begins. Failure to do so will prevent successful performance improvement results, as change brakes momentum and continuity And organizations, processes, and performers. Using a results based, systematic approach and focusing on outcomes rather than employees are two of the principles a performance improvement. Organizational goals are the drivers, and business analysis determines which performance issues are most important and how do use resources wisely. So, these goals do not change with the project goals.

Question 51

A content development organization is struggling to keep up with rapidly evolving technologies and industry wide changes. The organizations employees need to upgrade their skills and adapt to completely new ways of performing all functions. What is the best way for a TD professional to help equip and employees for this transformation?

Reinforce the importance of tradition and convention.
Reinforce the effectiveness of the old ways of performing functions.
Tap into the change moment of learning.
Tap into the solve moment of learning.

Answer 51

Tap into the change moment of learning.

Question 52

An organizations TD manager has been tasked with modernizing the performance support tools available to its employees by moving toward fully electronic methods of learning. What steps should the TD manager take?

Replace quick reference guides with interactive PDFs.
Replace learning portals with process checklist. Replace searchable knowledge bases with infographics.
Replace videos with job aids.

Answer 52

Replace quick reference guides with interactive PDFs.

Quick reference guides are not electronic, whereas interactive PDFs are an example of electronic performance support systems.

Question 53

An organizations TD department head is overseeing a project management training program being conducted for new managers. The head thinks it’s a good idea to energy use one or more electronic performance support tools to augment the non-electronic performance support tools available to the trainees. Which tool should the TD department head choose?

A quick reference guide printed out and placed at each trainees workstation.
An info graphic card pasted visibly at each workstation.
An internal E learning portal accessible to all trainees.
A checklist handed out to the trainees at the end of each session.

Answer 53

An internal e-learning portal accessible to all trainees.

An internal e-learning training portal is an electronic performance support tool and will be useful to the trainees.

Question 54

A TD professional working for an organization has identified that some of the employees lack certain skills that are required for the job. To decide the right solution set for the problem, what should the TD professional dO?

Create a detailed training program, as it’s the most common solution use and similar situation.
List of various solutions to address not just identify problem, but also any problems at the TD professional might have missed in the analysis. Consider various solutions and evaluate the cost time and risk associated with all the options.
Prepare a list of all the possible solutions and let the client decide which solution set to use.

Answer 54

Consider various solutions and evaluate the cost, time, and risk associated with all the options.

Question 55

While conducting a performance analysis, a TD professional uses Kurt Lewins force field analysis to select the appropriate solution to the performance problem. What is the TD professional most likely trying to do by conducting this analysis?

Identify the gaps in the performance.
Conduct a business analysis.
Identify performance barriers and enabling forces. Establishing key performance outcomes.

Answer 55

Identify performance barriers and enabling forces.

The TD professional uses Kurt Lewins is force field analysis to identify barriers and enabling forces that support change

Question 56

A TD professional is implementing solutions to address absenteeism in a company. The TD professional contacts and employee survey that shows that one of the factors influencing absenteeism is this poor quality of office chairs that cause back strain and related health issues. Which category of influencers has a TD professional identified as a problem?

Technology and resources.
Work processes.
Personal motivation.
Workplace and structure.

Answer 56

Workplace and structure.

This category includes an extrinsic tangible resources that can be changed
In the given scenario, the poor quality of chairs is an extrinsic resource that can be replaced.

Question 57

A TD professional is assessing the cause of poor performance in the finance department of an organization. The TD professional find that the employee handling bookkeeping is better equipped to handle on boarding and then ploy healing risk management has skills more suited to handle tax and compliance. And which category of performance influencers has the TD professional identified the performance problem?

Work processes.
Workplace and structure.
Human resources and selection.
Technology and resources.

Answer 57

Human resources and selection. This category focuses on the person job fit

Question 58

A TD professional is in the process of selecting a performance improvement solution for a client. The client expects all the stakeholders to be able to see which influencers make the maximum impact on the business outcomes and then select the solution set based on the information. Which decision making method sure the talent development professional used to ensure the client expectation is met?

Multi-voting technique.
Countermeasure metrics.
Interrelationship digraph.
Nominal group technique.

Answer 58

Interrelationship digraph.

It enables stakeholders to see which influences make the maximum impact on business outcomes.

Question 59

While conducting a performance analysis for team members in an organization, a TV professional comes across sensitive information about an employee that the employees manager and the human resource department doesn’t know about. The TD professional face is an ethical dilemma of whether to communicate or hold back the information. What should the TD professional do in such a situation?

Act in accordance with the organizations code of ethics.
Follow a personal code of ethics to decide the course of action.
Inform the employee that sensitive information has been found.
Ignore the employee implications and focus on the task of performance analysis.

Answer 59

Act in accordance with the organizations code of ethics.

Using the organizations code of ethics to guide decisions related to ethical dilemmas is the best course of action and such scenarios.

Question 60

A TD professional is hired to improve the overall performance of the employees of an organization. What is the TD professional likely to do to help define the context in which the performance occurs?

Ascertain whether the workplace is conducive to performing jobs.
Develop a contingency plan.
Collect information about customers, suppliers, and competitors.
Eliminate redundant processes in the workflow.

Answer 60

Collect information about customers, suppliers, and competitors.

To help to find the context in which the performance occurs, the TD professional must conduct a business analysis. To conduct a business analysis, the TD professional should collect information about the organizations current and potential customers, suppliers, competitors, and regulatory authorities.

Question 61

A TD professional has been asked to analyze and improve the performance of an organization. The TD professional first collects data to conduct a business analysis. Why does the TD begin with conducting a business analysis?

To a certain barriers to change.
To identify driving forces.
To increase structural silos in the organization.
To understand the environment in which the work occurs.

Answer 61

To understand the environment in which the work occurs.

The TD professional conduct a business analysis before conducting a performance analysis because it provides a clear overall view of the situation and helps to defined the context in which the performance occurs.

Question 62

A TD professional has been hired to analyze an organizations performance issues. After completing the business analysis the TD professional identifies to key performers and set up interviews with both. What is the most likely reason the TD professional has decided to interview the key performers?

To enlist key performers help in implementing solutions.
To find out if the key performers are adequately motivated.
To determine restraining and driving forces.
To find out if the key performers use a different approach.

Answer 62

To find out if the key performers use a different approach.

The TD professional most likely wants to find out if the key performers use a different approach than others. Key performers consistently produce outcomes with above average results.

Question 63

A TD professional has been hired by a clothing retail store to improve sales performance. What is the TD professional most likely to use during the performance analysis?

Strengthening of enabling forces.
Elimination of barrier and restraining forces.
Review of the adequacy of the equipment. Observations of customers.

Answer 63

Observations of customers.

TD professionals use a number of techniques during the performance analysis, such as interviews with subject matter expert’s, conducting focus groups and observations of customers, suppliers, and other performers.

Question 64

Which technique can talent development professionals use during a performance analysis?

Using affinity diagrams.
Interviewing subject matter expert’s.
Creating inter-relationship digraphs.
Using countermeasure matrices.

Answer 64

Interviewing subject matter expert’s.

TD professionals use a number of techniques during a performance analysis, such as interviews with SMS, conducting focus groups, and observations of customers, suppliers, and other performers.

Question 65

A TD professional needs to assess the performance gap in an organization. What data does the TD professional require to calculate the performance gap?

Information about restraining and enabling forces. The desired and actual performance levels.
The relevance of structural silos in performance and enhancements.
Formative and summative reports.

Answer 65

The desired an actual performance levels.

TD professionals require information about desired and actual performance levels to calculate the performance gap. TD professionals use a number of techniques during performance analysis, such as interviews with a semi’s, conducting focus groups, and observations of customers, suppliers, and other performers.

Question 66

The customer service department of an organization received poor feedback from stakeholders regarding the quality of it service. The organization hired a TD professional to work with a customer services department to improve its performance. To identify ways to bring about change and customer service, which area of corporate knowledge sure the TD professional be familiar with?

The customer service practices of us leading competitor.
The organizational goals that are complementary to the customer service goals.
The reporting structure of the customer service department.
The compliance laws mandated by the government.

Answer 66

The reporting structure of the customer service department.

Broad corporate knowledge includes topics such as the industry segment, organizational structure, and formal and informal power structures.

Question 67

A TD professional wants to convince a leadership of an organization of the benefits of inter-organizational learning. Which benefit of inter-organizational learning should the TD professional highlight?

It increases time devoted to learning efforts.
It promotes Coordinated learning within teams.
It encourages self learning.
It speeds up learning by applying the same ideas.

Answer 67

It speeds up learning by applying the same ideas.

By learning from other organizations, and organization may be able to reduce time or expenses, decrease risk, or learn faster by applying the same ideas or modifying them.

Question 68

A TD professional believes that any organization is strongly influenced by the external environment and that the organization delivers outputs to the external environment from which it receives its inputs. Which theory best supports the TD professionals view?

The needs space theory.
The contingency theory.
The open systems theory.
The bureaucratic theory.

Answer 68

The open systems theory.

The open systems theory states that any organization is a system that absorbs environmental inputs, uses them in the transformational process, and expels them as outputs.

Question 69

A TD professional is tasked with improving the quality and efficiency of the sales team in an organization. The TD professional has decided to follow ATD’s human performance improvement model. What should the talent development professionals first step be?

Propose different forms of incentives to boost employee motivation.
Examine the factors that affect the organizations goals and outcomes.
Identify the factors that contribute to the performance gap.
Conduct a workshop on effective sales methods.

Answer 69

Examining the factors that affect the organizations goals and outcomes.

Examining the factors that affect the organization goals and outcomes is the first step of ATDs HPI model. In this step, TD professionals should examine the factors affecting the organizations strategic imperatives and goals and outcomes related to the performance problem.

Question 70

A TD professional joins a restaurant chain as part of the senior leader ship. The TD professional believes that the organization should work toward making its customers happy. The TD professional directs the mid-level managers to ensure that they work toward a system that helps to accomplish this. Which principle of performance improvement has the TD professional followed?

Focus on outcomes rather than behavior.
Use a result-based, systematic approach. Understand that organizations are systems.
Assume the client has correctly identified the problem.

Answer 70

Focus on outcomes rather than behavior.

Outcomes refer to the specific outputs individuals are asked to achieve. Behavior refers to the ways in which people perform task leading to outcomes. I’ll comes are easier to detect and measure because many behaviors are not visible such as planning. Focusing first on the desired end state before looking at the behavior is necessary to reach that performance is most logical.

Question 71

What difference does the Halloway Mankins performance DNA model have from Gilberts behavior engineering model?

It emphasizes an individual’s performance over the organizations performance.
It identifies three environmental factors and three individual factors.
It focuses exclusively on finding and correcting performance deficiencies.
It’s seeks to identify exceptional or key performance and the barriers preventing it’s attainment.

Answer 71

It seeks to identify exceptional or key performance and the barriers preventing it’s attainment.

Question 72

A TD professional is involved in an organizations performance improvement process. The TD professional uses a human performance improvement approach to help resolve the performance problems in the organization. What is likely to have caused these performance problems?

The organization do not provide incentives to high performing employees.
The organization lacked structural silos.
The organization failed to use the grapevine to disseminate important process related information. The organization did not ensure that the system boundaries enabled a localized analysis.

Answer 72

The organization do not provide incentives to high performing employees.

Most performance problems are not caused by lack of skills or knowledge, therefore training cannot solve all problems. Causes may include performance challenges such as our data tools, a lack of incentives, a lack of resources, a poor work environment, poor processes, and a lack of information.

Question 73

What is the main difference between the international society for performance improvements human performance technology model and ATDs HPI model?

The HPT model consist of six phases, whereas ATDs HPI model consist of five phases or steps.
ATDs HPI model gives more important to change management then does the HPT model.
The HPT model focuses on the enhancements of the organizations performance whereas a ATDs HPI model focuses on enhancement of an individual performance.
ATDs HPI model is inclusive of performance solution implementation whereas the HPT model only suggest a solution.

Answer 73

ATDs HPI model gives more importance to change management then does the HPT model. The HPT model includes in it the solution implementation phase