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ATD CPTD Exam Prep > Impacting Organizational Capability > Flashcards

Impacting Organizational Capability Flashcards

Domain 3

1
Q

What is the difference between a Vision statement and a Mission statement

A

Vision focuses on future goals. Mission states a purpose and a direction

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2
Q

What is a Value statement?

A

Value statements focus on the value that TD will bring to the organisation

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3
Q

What is the difference between a strategic goal, an objective, and an action plan

A

A strategic goal targets a broad accompliment. Objectives are tasks that outline how to accomplish stratigic goals. Action plans include logistics such as timeline, resources, and success metrics.

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4
Q

What are the 4 steps of Budget Management

A

Analysis and Research; Planning; Budget Review; Budget Management

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5
Q

What is the difference between a partnership and consulting

A

Partnership is an ongoing role. Consulting will have a defined start and end date with an agreed process or goal.

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6
Q

What kind of business relationship is described by continuous engagement?

A

Partnership.

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7
Q

What kind of business relationship is described as short term problem solving to facilitate change?

A

Consulting

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8
Q

What ideology did Edgar Schein introduce to consulting theory?

A

Consultants should focus on adapting a solution to fit the goals of the organisation rather than delivering a standardized approach

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9
Q

What was W. Edwards Deming’s popular 4 part model for continuous improvement?

A

PDCA - Plan, Do, Check , Act

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10
Q

What is the difference between the consultant roles of the Facilitator and the Other Pair of Hands

A

A Facilitator takes a neutral position with the main goal of drawing out solutions from the group. The Other Pair of Hands actively contrubutes to a solution where the client takes charge of the outcome.

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11
Q

What is the difference between the consultant roles of the Expert and the Process Consultant.

A

The Expert is an authority who provides direction and advice whereas the Process Consultant analyzes business activites, engaging longer and more in depth than other roles.

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12
Q

What are 5 ways to gain credibility?

A

Be proactive, focus on organizational success, apply business acumen, participate & communicate, deliver value

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13
Q

In the Consulting Process, what is the “Assessing the Need” phase also called?

A

The Contracting Phase

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14
Q

Besides developing a relationship with the client, what should be established in the Assessing the Need Phase

A

Expedctations, goals, deliverables, and outcomes

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15
Q

What are the 5 steps to the Consulting Process

A

Assessing the need, Understanding the Issue, Present Findings and Interpretations, Develop and Implement a solution, complete the project and evaluate the results.

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16
Q

What are some advantages to surveys?

A

Inexpensive, easy to tally, easy to participate, both qualitative and quantitative

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17
Q

What are some disadvantages to surveys?

A

Constructing questions and measurements must be done carefully, wording up to interpretation, low response, limited free expression

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18
Q

What are some advantages to Interviews

A

Rich detail, ability to probe, can be virtual or in-person, closely followed interview guides provide consistent data

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19
Q

What are some disadvantages to Interviews?

A

Time consuming, resource intensive, careful sample selection, interviewer must stay neutral

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20
Q

What are some advantages to Focus Groups?

A

Collect non-verbal data, multiple individuals at once, more ideas generated

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21
Q

What are some disadvantages to Focus Groups?

A

Time and resource intensive, more verbal members may dominate or influence data

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22
Q

What are some advantages to Observations

A

Creates step-by-step output, job conditions provide context, realistic picture of tasks

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23
Q

What are some disadvantages to Observations?

A

Hawthorne Effect (being observed alters behavior), difficult to separate sections, only captures behaviour and not reasoning

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24
Q

What are some advantages to self-assessment?

A

Access to candid data, foundational information

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25
Q

What are some disadvantages to Self-Assessments?

A

Potential bias, must be supported by other methods

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26
Q

What are some advantages to Extant Data collection?

A

source of hard data, ability to interpret trends, consisten measurements

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27
Q

What are some disadvantages to Extant Data collection?

A

may not be exactly what is required, no control of the collection tools or the assessment of their validity

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28
Q

What Partnership skill is defined by identifying and ultimately interlacing boundaries to increase collaboration?

A

Michael Tushman’s “Boundary Spanning”

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29
Q

What is a Workforce Plan

A

It identifies critical roles then, compares the gap between the skills needed and the skills of the current population

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30
Q

What are three key things to know about your stakeholder before you plan your course of action to gain agreement, support, and buy-in?

A

Understand their role, assess their opinions of the project, and examine their priorities.

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31
Q

What are some advanced signs of potential barriers?

A

Slow to give approvals or information, changing direction, asking to omit information, hidden motives

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32
Q

What is the difference between Expressive and Receptive Influencers

A

Expressive influencers send information. Receptive Influencers collect or solicit information.

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33
Q

What are ways of using Expressive Influencers?

A

Telling, Selling, Negotiating, and Enlisting

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34
Q

What are ways of using Receptive Influencers?

A

Inquiring, Listening, Attuning, Facilitating

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35
Q

What are three ways to address resistance?

A

Create a safe space to express disagreement, show other options, ensure the cause of the problem has been identified

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36
Q

How can you prevent barriers?

A

Anticipate objections, use data, demonstrate organizational aligment, identify proper stakeholders, engage with all levels, build long-term relationships, utilize informal communication channels

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37
Q

What are some possible outputs of an Organizational Development Plan?

A

Communications Plan, role-and-responsibility matrix, training plan, training curriculum, implementation plan, risk management plan, evaluation plan, change management plan

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38
Q

How is Systems Thinking important to an Organizational Development Plan?

A

Systems thinking creates a holistic picture by examining relationships between components of the organization rather than in isolation

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39
Q

How is Open Systems Theory important to Organizational Development planning?

A

Open Systems Theory examines the flow of information, pinpointing inputs, throughputs, and outputs to determine possible futures and responses.

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40
Q

How is Complexity Theory important to Organisational Development planning?

A

Complexity Theory views the organization at the edge of chaos, constantly self-organizing, and continuously reinventing itself through routine experimentation and innovation

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41
Q

How is Chaos Theory important to Organizational Development planning?

A

Chaos Theory acknowledge that underlying patterns cause a butterlfy effect signifying that outcomes have sensitive dependence on initial conditions

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42
Q

How is Social Network Theory imporant to Organizational Development planning?

A

Social Network Theory examines interaction of groups and indivudias as actors within a network of nodes (relationships)

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43
Q

How is Action Research important to Organizational Development Theory?

A

Action Research is transformational change through taking action, doing research, and continuous critical reflection

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44
Q

What is another name for Action Research?

A

Participatory Research

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45
Q

What are the three steps of Kurt Lewin’s Force field analysis?

A

Unfreezing old behavior, moving to a new behavior, freezing the new behavior

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46
Q

What is the Transition Model proposed by William Bridges?

A

Change is situational and transition is a psychological process of letting go through the phases: ending, neutral zone, and beginning.

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47
Q

What is the diffence between transformation and transactional change as per the W. Warner Burke - George H. Litwin model?

A

Transformational change is a culture shift directed towards leadership, mission, strategy, and organization. Transactional Change shifts climate by targeting practices, structure, and systems

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48
Q

What is the “7 S’s” planned change model of Nadler and Tushman?

A

Strategy, Structure, Systems, Shared values, Skills, Style, Staff

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49
Q

Peter Senge challenged the top-down, hero-leader model of change with what kind of proposed approach?

A

He proposed small, incremental changes through 5 disciplines of organizational learning

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50
Q

What makes the PROSCI ADKAR model stand out against many planned change models

A

ADKAR examines change on the individual level rather than on organizational milestones.

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51
Q

What is Marvin Weisboard’s Six Boxes model used for?

A

This model is a diagnostic tool to help leadership think systematically when identifying organizational problems.

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52
Q

Other than an Organizational Chart, what are tools you can use to identify and visualise organizational relationships?

A

Stakeholder Analysis, Environmental Scan, Network Diagram

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53
Q

How does a Growth Mindset encourage Learning Culture?

A

The growth mindset places value on deliberate practice as essential to developing skills, viewing failures as learning.

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54
Q

What is the difference bewteen “training culture” and “learning culture”?

A

Training culture views learning as business cost, tactical, nice-to-have. Learning culture means learning is a busines driver and a strategic must-have

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55
Q

Why might teams fail at collaboration?

A

Teams fail when they see collaboration as an activity rather than a skill and do not provide the chance to develop

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56
Q

What are some ways TDs can help develop collaboration skills?

A

Introducing new processes, resolving conflict, providing constructive feedback, decision making, new technology

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57
Q

What are 4 characteristics of a good Engagement Plan?

A

Realistic engagement goals, coaching managers and holding them accountable, investment of time and resources, and continuous measurement

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58
Q

What is the most common way of deignign a hybrid approach to measuring employee engagement?

A

An external vendor would do one large scale invesitgation and analysis and internal teams would run smaller ongoing exercises.

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59
Q

What are common mistakes to avoid when measuering employee engagement?

A

Poorly constructed collection tools, no plan on how to use the data, concerns around anonymity, failure to follow through or communicate results, poorly aligned questions

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60
Q

What are some barriers to aligning engangement stratetgy business strategy where employee engagement is viewed as a performance indicatory?

A

Not demonstrating the link between engagement and business outcomes in order to secure time, money, and resources to execute

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61
Q

What are some barriers to creating an engaged employee culture centered on a core purpose where values take precident?

A

Measureing engagement periodically or infequently. Treating engagement as a stand alone project. Being profit driven and not mission driven.

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62
Q

What are some barriers to creating successful formal employee engagement programs?

A

Treating engagement as an afterthought or as an addition to another initiative

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63
Q

What is a barrier to creating an engaged organization where communication is open and transparent?

A

Communicating on a need to know basis. Not providing adequte opportunity to employees to provide feedback.

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64
Q

What is a barrier to engaging employees through collaboration and inclusion?

A

Narrow focus on perfomance and rigid working schedules as well as redundant or siloed responsibilities

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65
Q

What are some barriers to creating a regular cadence for follow-up on employee engagement?

A

No plan for using results. Poor collection tools. Long delays in communicating results. No support for managers and leaders to act on results.

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66
Q

What are some barriers to leaders building engagement as one of their performance measures?

A

Not providing guidance to managers about their role. Not enabling employees to innovate daily tasks

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67
Q

What are some barriers to demonstrating that employee engagment impacts business performance?

A

Lack of standard success criteria for engagement. No resources to track outcomes. Lack of data to link engagement outcomes to business outcomes

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68
Q

Why is doing a Job Analysis important for creating a Talent Development Strategy

A

Job Analysis will determine competencies needed by laying the framework of the the Task Analysis

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69
Q

When creating an Executive Summary for your Talent Development Strategy, what should you start with?

A

An executive summary should always start with the conclusions.

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70
Q

By saying “Internal Talent Development is a low-cost, customized provider of learning solutions.” what kind of statement are you making?

A

You are makin a Value Proposition by stating cost benefit and the organizational need you are fulfilling.

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71
Q

When constructing a Talent Development Strategy, what is a SWOT analysis used for?

A

A SWOT analysis is used to determine Strenghts, Weaknesses, Opportunities, and Threats

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72
Q

What kind of analysis is good for anticipating change to a Talent Development Strategy?

A

A SWOT analysis will highlight Opportunities and Threats and make the organisation more agile to change

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73
Q

What is another name for a Cause and Effect diagram?

A

A Fishbone diagram

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74
Q

How do you make a Cause and Effect diagram to anticipate problems or constraints?

A

Start with your “effects” and list all possible causes for each; then categorise the causes.

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75
Q

When anticipating constraints, what are the 5 Whys best used for?

A

By asking “Why?” five times, you can tease out root causes

76
Q

How can you use a Force Field analysis to predict problems?

A

A Force Field analysis will tell you factors influencing movement towards and away from your goals

77
Q

How would you use the Nominal Group technique to predict barriers?

A

Each participant would brainstorm possible scenarios and then the group will refine this through convergent opinion

78
Q

How can you use Pareto charts to assess a problem management strategy.

A

A Pareto chart will help determine which problems to solve and in what order.

79
Q

When forcasting potential problems, what do you need to start Scenario planning?

A

First, you look at trends and uncertainties so you can plan possible future challenges

80
Q

How can you avoid role uncertainty on a project?

A

Ensure that you have a well defined team charter that defines where the decision-making authority is

81
Q

What can you do when your project seems to be lacking support?

A

Make sure that your project is well aligned with TD and organizational objectives and ensure you have a key custoemr who visibly supports it

82
Q

What is the best practice to avoid resource constraints on a project?

A

Never start a project before the resources have been comitted

83
Q

How TD professionals best navigate unreasonable deadlines?

A

Negotiate with leadership for either more realistic timelines or a reduced project scope

84
Q

What can be done in advance of a project lauch that could limit missed deadlines

A

Planning extra time for unexpected work can ensure quality devliverables

85
Q

What is a possible answer to technology challenges during TD projects?

A

If platform limitations arise, the vendor can be engaged to plan additional resources or customizations, now or in the future

86
Q

What Instructional Design technique can be used to write effective market objectives for TD programs?

A

Mager’s ABCD process translates well to identify: audience, behavior, condition, and degree

87
Q

What communication technique can be used to ensure marketing messages are well understood by the organization?

A

You can use the 6Cs to write clear, correct, complete, consice, coherent, and courteous messaging

88
Q

What are three categories of communication stragegies that can be used to distribute TD marketing messaging?

A

Communication channels fall into areas of: written word, social media, and interpersonal interactions

89
Q

What is one benefit of an effective TD marketing strategy that is not related to increased participation in learning activities?

A

Effective TD marketing is directly related to the credibility and perceived importance of TD which positively impacts retention and acquisition

90
Q

How can you generate interst in Life Long Learning among employees who may be content in jobs they feel they have mastered?

A

By giving employees the autonomy to choose their devlopment plans based on their own interests and enforcing accountability.

91
Q

In Human Performance Improvement, how is Target Job defined?

A

Target Job is the job whose performance is being analysed

92
Q

In Human Performance Improvement, how is Key Performer defined?

A

The Key Performer is an employee who delivers above average results

93
Q

In Human Performance Improvement, how is a Stakeholder defined?

A

A stakeholder is a person or group who has interest in and can influence results of the project

94
Q

In Human Performance Improvement, how is a Sandard Performer defined?

A

As standard performer meets all or most of the job requirements

95
Q

In Human Performance Improvement, how is the Client defined?

A

Clients are the goal owners

96
Q

What are the 5 CYCLYCAL steps of the ATD HPI model?

A

Business Analysis, Performance/Key Performance Analysis, Influence Analysis, Solution Selection, Solution Planning/Implementation

97
Q

What are the 2 CONTINUOUS steps of the ATD HPI model?

A

Evaluation/Results and Manage Change Influences

98
Q

Gilbert’s Behaviour Engineering model assigns six types of influences into which two categories?

A

Environmental (Information, Resources, Incentive/Consequences) and Individual (Knowledge/Skills, Capacity, Motivation)

99
Q

What are the axies in the matrix for Rummler-Brache’s Nine Box Model?

A

The three levels of performance (job/performer, process, organization) and the three performance needs (goals, design, management)

100
Q

What are the three forms of analysis in the Harless Front End Analysis model?

A

Business Analysis, Performance Analysis, Cause Analyisis

101
Q

What are the four steps of the Harless Front-End Analysis?

A

Project alignment, analysis of new performance, analysis of existing performance, planning integrated initiaitves

102
Q

What is a key difference between the ATD HPI model and the International Society for Performance Improvement’s HPT model

A

ATD HPI places more imporance on Change Management whereas the HPT model only places CM in the implementation phase

103
Q

What is the key tool used to execute the analysis in Mager and Pipe’s Model

A

The Mager and Pipe model uses a flowchart to understand problem importance and the outcomes of solving it

104
Q

In what way does the Holloway-Mankin Performance DNA model frame HPI differently from other models?

A

The Perfomance DNA model is an affirmative approach focusing mostly on Key Performance the barriers to attaining it

105
Q

What are the three principles of Performance Management?

A

A Results-based, Systematic Approach; Focus on Outcomes not Behavior; Organizations as Systems

106
Q

Why is a Results-Based, Sytematic Approach important at the onset of a Performance Improvement initiative?

A

Never assume the client has correctly identified the problem without first linking performance gaps to organizational goals yourself

107
Q

Why are processes (behaviours) less ideal than outcomes when analyzing performance?

A

Not all behaviours are observable and outcomes are more easily detectable

108
Q

Why is Systems Thinking critical when considering performance improvement solutions to implement?

A

Predicting the effect of a change on seemingly unrelated parts of the system can be difficult or easily overlooked

109
Q

What is “compensating feedback”?

A

In Systems Theory, compensating feedback is when solutions cause unintended consequences that offset change benefits

110
Q

Why might Performance Improvement initiatives cause employees to feel hesitant or apprehensive?

A

Disruptive change and diminish the ability to envision the future with certainty

111
Q

Before conducting a Performance Analysis, what is included in a Business Analysis?

A

The Business Analysis includes information about possible customers, suppliers, competitors, and regulations

112
Q

What are the three core elements of a Performance Analysis?

A

Identify the gap between Key and Standard Performance, the differecne between how those outcomes are produced, and locating the enablers and barriers

113
Q

What model can be used to analyze the “retraining” and “driving” forces of change?

A

Lewin’s Force Field model is a common way to compare enablers (driving forces) and barriers (retraining forces)

114
Q

Name the seven categores of Performance Influencers

A

Workplace/Structure, Work Process, Management/Organization support, Technology/Information,HR/Selection, L&D, Personal Motivation

115
Q

What category of Performance Influencers do these enablers belong to: ergonomics, safety reviews, access to adequate tools

A

Workplace and Structure

116
Q

What category of Performance Influencers do these enablers belong to: process improvement, Lean Six Sigma, flowcharts

A

Work Process

117
Q

What category of Performance Influencers do these enablers belong to: reorginazation, union involvement, cross-department reviews

A

Management and Organization support

118
Q

What category of Performance Influencers do these enablers belong to: knowledge management platform, digital automation, accessibility of data

A

Technology and Information Resources

119
Q

What category of Performance Influencers do these enablers belong to: employee assistance programs, work-life balance, relocation

A

HR and Selection

120
Q

What category of Performance Influencers do these enablers belong to: coaching, job-shadowing, conference attendance

A

Learning and Development

121
Q

What category of Performance Influencers do these enablers belong to: rewards, recognition, employee surveys

A

Personal Motivation

122
Q

What category of Performance Influencers do these barriers belong to: distracting work space, inaccessible tools, unsafe conditions

A

Workplace and Structure

123
Q

What category of Performance Influencers do these barriers belong to: redundanices, error-free vs rework ratio, multiple handoffs

A

Work Process

124
Q

What category of Performance Influencers do these barriers belong to: weak accountability, resource competition, external interference

A

Management and Organization support

125
Q

What category of Performance Influencers do these barriers belong to: weak data standards, inability to transfer data from system to system, inaccesible data

A

Technology and Information Resources

126
Q

What category of Performance Influencers do these barriers belong to: poor talent match, misaligned interview questions, lack of onboarding

A

HR and Selection

127
Q

What category of Performance Influencers do these barriers belong to: no on-the-job support, lack of task feedback, inability to ask expert advice

A

Learning and Development

128
Q

What category of Performance Influencers do these barriers belong to: no value in organisational goals, competing priorities, undercompensation

A

Personal Motivation

129
Q

What is another name for the Multivoting decision making technique?

A

Nominal Group Technique

130
Q

What is the outcome of the Multivoting decision making technique?

A

A rank-ordered list created by brainstorming, clarifying, and rankins a broad range of responses

131
Q

What Decision Making tools can be used to illustrate which influences have the greatest effect on the business?

A

Affinity Diagrams and Interrelationship Diagraphs

132
Q

What goes into making a Countermeasure Matrix for making performance improvement decisions?

A

One to three solutions for barriers (countermeasures) are ranked by cost, time, and anticipated benifit

133
Q

When do the 5 Moments of Learning occur?

A

When action is required (Apply), when learning how (Learn New), expanding knowledge (Learn More), when problems arise (Solve), when learning a new way (Change)

134
Q

How can Systems Thinking help challenge an established view of Human Performance and expand perspective?

A

Humans understand reality as a model but all models fall short of fully representing reality

135
Q

What are the three main dimensions of global culture that Performance Improvement should consider?

A

Economic (e.g. pricing, ability to spend), Social (e.g.: norms, customs), Traditions (e.g.: holidays, festivals)

136
Q

Organizations learn on 4 levels. What are they?

A

Individual Learning, Team Learning, Organizational Learning, Inter-Organizational Learning

137
Q

What level of Organizational Learning carries the most risk to group knowledge retention?

A

Individal learning could represent knowledge or skill isolated from the organization and may be lost if the employee leaves

138
Q

When individuals share new skills and knowledge in Team Learning, what are the three common outcomes?

A

Insight into complex issues, Coordinated innovation, Networking with other teams

139
Q

What outputs does Organisational Learning produce?

A

Organisational Learning produces subdevided knowledge related to the business mission for all departments

140
Q

What benefits can a business expect from Inter-Organisational?

A

Reduced time/expense, faster learning, increased innovation

141
Q

What is the one human factor of learning that cannot be improved by training?

A

Desire

142
Q

What are the three Intrinsic Factors of learning?

A

Knowledge, Skill, Desire

143
Q

What are the three Extrinsic Factors of learning?

A

Environment, Opportunity

144
Q

Why is it a good idea to plan for small attainable acheivments in a Change Management Plan?

A

According to Kotter’s Change Model, nothing motivates more than success.

145
Q

What are the 8 steps in Kotter’s Change Model?

A

Create the Sense of Urgency, Form a Powerful Coalition, Create a Vision, Communicate the Vision, Remove Obstacles, Create Short-Term Wins, Build on the Change, Anchor the Change

146
Q

In the Bridges Change Model, where should change start?

A

Change should start with “Ending” (of the former process) before moving through the “Neutral Zone” to the new “Begining”

147
Q

What are the four P’s of the Bridges Change Model?

A

Purpose for change, Picture of the outcome, Plan for navigation, Part each employee plays

148
Q

Individual may experince the Kubler-Ross Stages of Grief during change. What are they?

A

Denial, Anger, Bargaining, Depression, Acceptance

149
Q

What is the 4-D Model proposed by Appreciative Inquiry when envisioning change?

A

Discovery (what is), Dream (what might be), Design (what should be), Destiny (what will be)

150
Q

List the 6 phases of the ATD Change Model.

A

Challenge the Current State, Harmonize and Align Leadership, Activate Commitment, Nuture and Formalize a Design, Guide Implementation, Evaluate and Institutionalize

151
Q

When picking an initial Data Analytic project to launch a business partnership, what two things should you consider to make an impactful first impression?

A

Choose an analyic project that: (a.) is a quick win (b.) uncovers an insight with business outomces

152
Q

What are 5 clear steps to approach data collection and organization?

A

Define the Question, Set Clear Measurements, Collect Data, Analyze the Data, Interpret results

153
Q

What are the 3 dimensions used to frame a Stakeholder Analysis

A

You can analyze Hierarchy, Function (Department), or Decision Making Authority

154
Q

Name five common mistakes made during data analysis

A

Assuming (or jumping to) conclusions, unconcious bias, overemphasizing the mean, sampling errors, mitigating confounding factors (Hawthorne effect, placebo effect)

155
Q

“20% of employees over 50 would like more leadership opportunities” is an example of what kind of data comparision?

A

This is a crosstabulation because it records the frequency of respondents with specific characteristics

156
Q

What are four questions you can ask when selecting the analysis results to explore and share?

A

Is the result benefitial? Answer the original question? Explore all options? Address possible objections?

157
Q

How can percentages, statistics, benchmarks, and quotes be used to craft a story?

A

Percentages create narrative. Statistics provide context. Benchmarks create comparissons. Quotes interpret the results.

158
Q

What role does crosstabulation play in telling a data story?

A

Crosstabs compares the answers of two or more questions in a pictoral format.

159
Q

What are five attributes of a Data Driven Organization?

A

Strong culture, Experiments and learns from failures, influenced by technology, future focused, agile

160
Q

What kind of data visualisation would you use to display relationships?

A

bubble chart, scatter chart

161
Q

What kind of data visualisation would you use to display comparisons?

A

bars and columns, timeline, linechart, scatter plot

162
Q

What kind of data visualisation would you use to display distribution of multiple variables?

A

heat map, bubble chart

163
Q

What kind of data visualisation would you use to display connections?

A

relationship map, connection map, heat map, Venn diagram

164
Q

What kind of data visualisation would you use to display composition of the whole?

A

pie chart, stacked bar chart

165
Q

What kind of data visualisation would you use to display location?

A

maps, building diagrams, processes

166
Q

What kind of data visualisation would you use to display the distribution of a single variable?

A

columns, histogram, scatter chart

167
Q

What is a PEST analysis when preparing TD organizations for Future Readiness?

A

It examines the external influences of Politics, Economy, Social issues, and Technology

168
Q

How is the reimagining of performance management impacting future readiness?

A

Performance Management is being decoupled from development plans so that employee development can focus on future skills needs

169
Q

If future readiness involved workplace digitization, why should TD be involved?

A

The goal of workplace digitization is to improve perfomance and TD should be strusted advisors in the process

170
Q

What does the democritization of the workplace mean for the future of TD?

A

Digital landscapes make the spread of information nearly impossible and attemping to restrict access to knowledge will be seen as exclusive and demotivating

171
Q

What is the importance of Analytics for the workplace of the future?

A

The need for analytics is widely predicted as a top priority organizational skill to develop however most companies assess themselves as ill-prepared.

172
Q

What is the implication of Reputation for the workplace of the future?

A

Top reputations attract top talent; top talent may even accept less pay for a reputable organization.

173
Q

What is the implication of Employees Working from Everywhere for the workplace of the future?

A

Employees reporting from home will need skills for working virtually and tools self-management of productivity.

174
Q

What is the implication of emerging marketplace Ecosystems for the workplace of the future?

A

As dynamic markets create integrated ecosystems, the shift towards contingent employees require new learning solutions

175
Q

What is the implication of Agile Teams coming to the workplace of the future?

A

Agile teams will need skills to be self-directed and manage their own performance.

176
Q

What is the implication for having Learning Happening Where the Work Is as part of the workplace of the future?

A

Continuous learning will mean creatively embedding EPSS and other perfomance support tools so they can be accessed immediately.

177
Q

What is the implication of a Connected Word in the workplace of the future?

A

The 24 hour work day requires new skills and unique perfomance solutions for small teams working globally

178
Q

What is the implication of the need for Leadership Skills in the workplace of the future?

A

Progression to democritazastion and agile teams means leaders must become more entreprenurial

179
Q

What are the implications of Leaderhip Gaps in the workplace of the future?

A

While succession planning is a constant consideration, leadership development must be prepared to accommodate the incoming generational culture

180
Q

How can be future ready teams be designed for speed, agility, and adaptability?

A

Organisations must shift from rigid hierarchies to flexible networks of smaller teams.

181
Q

What are 6 activities you can do to prepare for the future?

A

Ask questions about the future, observe generational differences, heed forecasts, watch for indirect effects, challenge the data, encourgage disussion

182
Q

How will Changing Demographics effect the workforce of the future?

A

Succession planning is key as younger generations will need to be brought up to speed quickly

183
Q

How will the Criticality of Finding and Retaining Talent effect the workforce of the future?

A

Sourcing skilled talent is becoming harder, powerful onboarding is key to retention as an impactful first impression

184
Q

How will the Motivation of Job Flexibility effect the workforce of the future?

A

TD professionals should be prepared for worforces seeking shifted hours, sabbaticals, and result-only work environments

185
Q

How will Robots with Real Jobs effect the workforce of the future?

A

While some humans may have to learn to work FOR robots, others will be freed up to learn other more interesting skills

186
Q

How will Innovation as the Norm effect the workforce of the future?

A

TD must demystify innovation and provide tools to enable the organization

187
Q

How will Freelancing as a Way of Life effect the workforce of the future?

A

As 40% of the working population, consultants and contractors will need different learning tools and learning plans.

ATD CPTD Exam Prep (3 decks)

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