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PTD > Impacting Organizational Capability > Flashcards

Impacting Organizational Capability Flashcards

1
Q

BUSINESS INSIGHT

what do you need to do in order to develop a business case?

A

gather data
define a rationale
deliver supporting arguments

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2
Q

BUSINESS INSIGHT

what does a business case include?

A 
a definition of the situation
the benefits
the costs
a timeline
the impact on the organization
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3
Q

BUSINESS INSIGHT

what are the five steps to create a business case?

A
  1. examine
  2. identify
  3. analyze
  4. select
  5. describe
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4
Q

BUSINESS INSIGHT

what is the examine phase of building a business case?

A

Examine the organization’s strategic priorities and clearly define the situation, the need, and the opportunity for the initiative in terms of these priorities.

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5
Q

BUSINESS INSIGHT

what is the “identify” stage of building a business case?

A

Identify possible solutions and how talent development can contribute to the organization’s priorities. Talent development professionals should quantify the benefits and forecast the costs that may be involved for potential solutions. They should incorporate financial, economic, and organizational data. They should also determine risks and issues with each of the solutions.

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6
Q

BUSINESS INSIGHT

what is the analyze phase of building a business case?

A

Analyze and compare all solutions. Talent development professionals should base the analysis on predetermined criteria and document the data and analysis.

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7
Q

BUSINESS INSIGHT

what is the select phase of building a business case?

A

Select the best solution and determine the details required to make the recommendation. Talent development professionals should determine metrics that can be used to support the initiative’s influence on the organization’s top and bottom lines. They should also determine where the most impact will occur and also create an approximate budget to balance the success metrics. No one expects exact numbers in a business case.

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8
Q

BUSINESS INSIGHT

what is the describe phase of building a business case?

A

Describe the implementation plan. Talent development professionals may want to tap into their network to obtain data and examples to use as a benchmark. A general rule is to only present projects where the value is positive.

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9
Q

BUSINESS INSIGHT

what are the components generally included in a business case presentation?

A 
executive summary
current situation
initiative description
environmental analysis and alternatives
business and operational impacts
preliminary risk assessment
cost/benefit analysis
implementation timeline and strategy
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10
Q

BUSINESS INSIGHT

what should be included in your communication strategy for a business case?

A

− Incorporate the information about a program or initiative.
− Determine the audience.
− Identify methods available.
− Establish a timeline for delivering the information.

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11
Q

BUSINESS INSIGHT

what are some elements of a strategic plan development?

A 
− Talent development vision
− Mission statement
− Value statements
− Strategic goals
− Objectives
− Action plans
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12
Q

BUSINESS INSIGHT

what are the budgeting considerations for a business case and strategic plan?

A

A working plan that guides fiscal decisions
− Part of a larger, three-step accounting system:
o budget design and development
o budget execution (such as expense tracking, monitoring, and managing)
o reporting and reconciliation.

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13
Q

BUSINESS INSIGHT

what are the steps to prepare and manage budgets?

A

− Analysis and research
− Planning
− Budget review
− Budget management

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14
Q

BUSINESS INSIGHT

what is a strategic plan?

A

the process of systematically organizing plans for the future using past experience

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15
Q

BUSINESS INSIGHT

what are some essential elements of the strategic planning process?

A

Talent development vision - focuses on future goals
Mission statement - defines the purpose and direction of the talent development function
value statements - describe the value the talent development function brings to the organization
strategic goals - define broad talent development accomplishments based on the organization’s needs
objectives - identify the way to achieve the strategic goals by dividing them into sets of specific tasks
action plan - states how to implement the strategic plan, who to involve, the completion timeline, required resources, and how to measure success

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16
Q

BUSINESS INSIGHT
what should the TD strategic plan be focused on?
what should it be linked to?

A

the organization current and future business needs

the overall business strategy

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17
Q

CONSULTING AND BUSINESS PARTNERING

what are some things to consider about the “client” in prep for making recommendations?

A

− The client’s role in the project
− The client’s opinions
− The client’s priorities

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18
Q

CONSULTING AND BUSINESS PARTNERING

how can you establish credibility as a TD pro?

A

building relationship through small efforts such as being respectful of the client and always doing good work

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19
Q

CONSULTING AND BUSINESS PARTNERING

what are some barriers to identify in advance when dealing with stakeholders?

A

− Withdrawing commitment from parts of the project
− Failing to provide information as promised
− Being slow to approve work
− Changing direction in the middle of the project
− Requesting that information be omitted or changed
− Seeming to have a hidden motive

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20
Q

CONSULTING AND BUSINESS PARTNERING

what are expressive influencer tactics?

A

o Tell
o Sell
o Negotiate
o Enlist

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21
Q

CONSULTING AND BUSINESS PARTNERING

what are some receptive influencing tactics?

A

inquire
listen
attune
facilitate

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22
Q

CONSULTING AND BUSINESS PARTNERING

what is the role of the TD pro as a trusted advisor?

A

− Help to make strategic decisions.
− Create solutions.
− Implement change to achieve organization-centered outcomes.

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23
Q

CONSULTING AND BUSINESS PARTNERING

what is the key difference between partnering and consulting?

A

− Partnering is an ongoing role.
− Consulting is defined by a start and finish that follow a specific process identified by
either the client or consultant.

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24
Q

CONSULTING AND BUSINESS PARTNERING

who are the key contributors to consulting practices?

A

Edgar Schein, Richard Beckhard, Chris Argyris, W. Edwards Deming, and Peter Block

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25
Q

CONSULTING AND BUSINESS PARTNERING

what did Edgar Schein do?

A

introduced the concept that consultants should focus on adapting a solution to the organization as opposed to accepting a packaged solution presented by expert consultants

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26
Q

CONSULTING AND BUSINESS PARTNERING

what did Richard Beckhard do?

A

helped to define organization development as it is known today: an organization-wide, planned process initiative that is managed from the top to increase organizational effectiveness.

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27
Q

CONSULTING AND BUSINESS PARTNERING

what did Chris Argyris do?

A

introduced the concept of single-, double-, and triple-loop learning and contributed to the development of organizational and experiential learning, the reflective model, and the ladder of inference. Each of these concepts can be used by consultants for effective results.

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28
Q

CONSULTING AND BUSINESS PARTNERING

what did W. Edwards Deming do?

A

14 points and process improvement concepts first to Japan and then to the United States. He popularized the plan-do-check-act (PDCA) cycle for continuous process improvement, showing the benefits that occur when all employees are involved in making incremental quality improvements.

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29
Q

CONSULTING AND BUSINESS PARTNERING

what did peter block do?

A

book, Flawless Consulting: A Guide to Getting Your Expertise Used, is currently used by most consultants and has been recognized by the Organizational Development Network as the most influential book for organization development practitioners in the past 40 years. His five phases of consulting provide the basis for most current consulting models

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30
Q

CONSULTING AND BUSINESS PARTNERING

what are the 4 roles consultants can play?

A

the expert
the facilitator
the process consultant
the other pair of hands

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31
Q

CONSULTING AND BUSINESS PARTNERING

what does it mean to take on the role of the expert when consulting?

A

The expert role occurs when the consultant takes a directive role. The consultant is generally viewed as the authority; they provide advice, but the implementation is often conducted by others.

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32
Q

CONSULTING AND BUSINESS PARTNERING

what does it mean to take on the facilitator role when consulting?

A

The facilitator role is one where the consultant is in a neutral position and serves to support meetings or teams that address process improvement, team building, or other actions where the key task is to draw the answers out of a group.

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33
Q

CONSULTING AND BUSINESS PARTNERING

what does it mean to take on the process consultant when consulting?

A

The process consultant examines processes, systems, interactions, traditions, culture, funding sources, and other interfaces to determine their effect on each other and the results. This role is generally the longest from a time perspective and the broadest from a range of topics and relationships.

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34
Q

CONSULTING AND BUSINESS PARTNERING

what does it mean to take on the other pair of hands role when consulting?

A

The other pair of hands generally refers to a consulting role focused on analyzing, planning, and project roll-out. As the name suggests, the consultant plays a supporting role and the client is in charge of the outcome. This works best for short-term projects with few stakeholders.

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35
Q

CONSULTING AND BUSINESS PARTNERING

what are credibility requirements for TD pros?

A 
− Be proactive.
− Focus on organizational success.
− Apply business acumen.
− Participate and communicate.
− Deliver value.
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36
Q

CONSULTING AND BUSINESS PARTNERING

what are the 5 phases of the consulting process?

A 
− Assess the need.
− Understand the issue.
− Present findings and interpretations.
− Develop and implement a solution.
− Complete the project and evaluate the results.
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37
Q

CONSULTING AND BUSINESS PARTNERING

what are opportunities for partnering?

A

− Evaluate talent requirements.
− Advise on talent acquisition strategies.
− Lead engagement surveys.
− Design, organize, and conduct an onboarding plan.
− Coach managers to develop people.
− Establish mentoring programs.
− Select high-potential candidates for leadership development.
− Increase innovation.
− Lead focus groups to gather data.
− Support performance efforts.
− Administer personality and leadership assessments.

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38
Q

CONSULTING AND BUSINESS PARTNERING
what are these?
− Evaluate talent requirements.
− Advise on talent acquisition strategies.
− Lead engagement surveys.
− Design, organize, and conduct an onboarding plan.
− Coach managers to develop people.
− Establish mentoring programs.
− Select high-potential candidates for leadership development.
− Increase innovation.
− Lead focus groups to gather data.
− Support performance efforts.
− Administer personality and leadership assessments.

A

opportunities for partnering

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39
Q

CONSULTING AND BUSINESS PARTNERING

what are partnership-building skills?

A

− Build a relationship with the leadership team.
− Use business language.
− Understand the organization’s strategic imperatives, goals, and plans.
− Help to solve organizational challenges.
− Demonstrate collaboration, accountability, and timeliness.
− Become a systems thinker.
− Promote positive change.
− Exhibit enthusiasm and pride in the work of talent development.

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40
Q

CONSULTING AND BUSINESS PARTNERING

what are the requirements for partnering with business units?

A

− Have a clear understanding of the organization and the business or agency’s mission
and the industry it is in.
− Think strategically and critically.
− Possess business acumen, financial knowledge, and marketing skills.

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41
Q

CONSULTING AND BUSINESS PARTNERING

what are the requirements to work across departments?

A

− Define boundaries to create safety.
− Create an understanding of boundaries to foster respect.
− Connect to suspend boundaries and build trust.
− Reframe boundaries to develop community.
− Interlace boundaries to advance interdependence.
− Crosscut boundaries to enable reinvention.

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42
Q

CONSULTING AND BUSINESS PARTNERING

what are the skills required to align talent management to organizational talent requirements?

A

− Systems thinking
− Strategic thinking
− Critical thinking
− Collaboration

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43
Q

CONSULTING AND BUSINESS PARTNERING

what are the key benefits of employee development?

A 
− Increases retention
− Boosts morale
− Improves person-to-job matches
− Maintains current skills
− Provides flexibility
− Keeps the talent aligned with the organizational strategy
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44
Q

CONSULTING AND BUSINESS PARTNERING

what can you do to meet organizational requirements?

A

− Prepare a workforce plan for clients, identifying critical roles and gaps between the
current population and what is needed.

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45
Q

CONSULTING AND BUSINESS PARTNERING

what are development options for employees?

A

− Advanced degree education, executive and management courses, and
certificate programs
− Cross-functional or cross-country job rotations
− Committee and task force involvement, coaching, training, and mentoring programs
− Loaned executive programs
− Retreats and sabbaticals
− Shadowing or understudy efforts
− Replacement or academic assignments
− Self-development opportunities, professional associations, and conference or
workshop presenter

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46
Q

CONSULTING AND BUSINESS PARTNERING

what are possible barriers to employee development?

A

Lack of alignment with organization’s needs
− Collision with other higher-priority organizational needs
− Limited resources
− Short-term focus
− Undeveloped learning culture
− Resistance to change

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47
Q

CONSULTING AND BUSINESS PARTNERING

how do you identify reasons for resistance?

A

− Ensure that it is safe to express disagreement.
− Show other options to the resistor.
− Ensure that the root cause of the problem has been identified.

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48
Q

CONSULTING AND BUSINESS PARTNERING

how can you prevent organizational barriers to implementation?

A
  • Anticipate objections and include them in the presentation or be prepared when they
    arise.
    − Demonstrate alignment to organizational needs.
    − Provide clarity on how the solution supports organizational goals, using data
    where appropriate.
    − Determine appropriate stakeholders and communicate the right message at all levels.
    − Continuously engage with all organizational levels to sustain partnerships.
    − Build long-term relationships and avoid waiting until a need arises to identify support.
    − Use the organization’s informal communication network to lay the groundwork for
    future communication.
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49
Q

ORGANIZATION DEVELOPMENT & CULTURE

what is the purpose of designing and implementing an organizational development strategy?

A

To successfully lead and support initiatives focused on increasing
organizational effectiveness

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50
Q

ORGANIZATION DEVELOPMENT & CULTURE

what are 5 phases of designing and implementing an organizational development strategy?

A 
− Entry
− Diagnosis (assessment)
− Feedback
− Solution
− Evaluation
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51
Q

ORGANIZATION DEVELOPMENT & CULTURE

what are 6 key organizational development theories?

A 
− Systems thinking
− Open systems theory
− Complexity theory
− Chaos theory
− Social network theory
− Action research
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52
Q

ORGANIZATION DEVELOPMENT & CULTURE

what is the “entry” phase of designing and developing an organizational development strategy?

A
  • is the initial contact between the consultant and the client
  • involves presenting and exploring a problem, opportunity, or situation
  • has an output that is generally an engagement contract or project plan
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53
Q

ORGANIZATION DEVELOPMENT & CULTURE

what is the “diagnosis” (assessment) phase of designing and developing an organizational development strategy?

A
  • is the fact finding phase
  • is a collaborative data collection process between stakeholders and the consultant
  • involves gathering, analyzing, and reviewing relevant information
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54
Q

ORGANIZATION DEVELOPMENT & CULTURE

what is the “feedback” phase of designing and developing an organizational development strategy?

A
  • return analyzed information to the client
  • involves reviewing preliminary agreements about scope and resource requirements
  • action plan outlines the solutions to be in an action plan
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55
Q

ORGANIZATION DEVELOPMENT & CULTURE

what is the “evaluation” phase of designing and developing an organizational development strategy?

A
  • is a continuous process of collection formative and summative evaluation data
  • determines whether initiatives are meeting intended goals and achieving defined success indicators
  • provides recommendations for improvement through an evaluation report
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56
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is “Systems Thinking”?

A

This theory is based on the belief that the component parts of a system can best be understood by examining their relationships with one another and with other systems, rather than in isolation. The holistic view is important to change initiatives because small changes to any part of a system affect the whole system, based on their level of interconnectedness.

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57
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is “open systems theory”?

A

This theory refers to how organization structure affects the flow of information and interaction, both internally and with the external environment. They are characterized by input-throughput-output mechanisms. Open systems planning involves scanning the environment to determine the demands and expectations of external stakeholders; developing scenarios of possible organization futures; and developing action plans to ensure that a desirable future occurs. This kind of thinking is a requirement for creating learning organizations (Senge 2006).

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58
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is “complexity theory”?

A

This theory defines an organization as a complex, adaptive system that needs to respond to the external and internal environment by remaining on the edge of chaos while also self-organizing and continuously reinventing itself. In complexity theory, the future is unknowable and, as such, the ability to learn is absolutely critical to ongoing organization effectiveness. Application requires experimentation and innovation to develop new operations patterns.

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59
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is “chaos theory”?

A

This interdisciplinary theory states there are underlying patterns, constant feedback loops, repetition, and self-organization even in the apparent randomness of chaotic, complex systems. The butterfly effect describes how a small change in one state of a system can result in large differences in a later state, meaning there is sensitive dependence on initial conditions.

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60
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is “social network theory”?

A

This theory represents how people, organizations, or groups interact with others inside their network. Networks comprise actors and the relationships between those actors, who are referred to as nodes and can be individuals, organizations, or companies. Actors are always the smallest single unit inside a network.

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61
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is “social network theory”?

A

This theory represents how people, organizations, or groups interact with others inside their network. Networks comprise actors and the relationships between those actors, who are referred to as nodes and can be individuals, organizations, or companies. Actors are always the smallest single unit inside a network.

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62
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is the “action research theory”?

A

First coined by Kurt Lewin (1944), this theory is also known as participatory research. It is learning by doing in the sense that a group of workers—or teams as part of a community of practice—identifies a problem, develops a resolution, implements the solution, and then analyzes the final results. Transformative change occurs through the simultaneous process of taking action and doing research, which is linked by critical reflection.

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63
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what are the 7 planned change models?

A

− Kurt Lewin’s force field analysis (1947)
− William Bridges’s Transition Model (1991)
− W. Warner Burke-George H. Litwin Model (1994)
− David A. Nadler and Michael L. Tushman’s Congruence Model and “Seven S” approach (1997)
− Peter Senge (2006)
− Prosci ADKAR Model
− Marvin Weisbord’s Six-Box Model (1976)

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64
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is Kurt Lewin’s Force Field Analysis?

A

based on the premise that any situation at any point in time is the result of forces pushing in opposite directions

suggests that change is a three-stage process of:

  • unfreezing the old behavior
  • moving to a new level of behavior
  • refreezing behavior at the new level
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65
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is the William Bridges’s Transition Model?

A

describes planned change as situational and transition as psychological

focuses on transitions and “letting go” versus planned change

States 3 phases of transition:

  • ending
  • neutral zone
  • new beginning
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66
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is the W. Warner Burke-George H Litwin Model?

A

distinguishes between organizational climate and organizational culture as:

  • climate: individuals’ collective assessment of an organization in terms of whether it is a good or a bad place to work
  • culture: a collective assessment of an organization based on values, norms, and assumptions

identifies the variables involved in creating transactional and transformational change

67
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is the David A. Nadler and Michael L. Tushman theory?

A

describes a “Congruence Model” and “Seven S” approach for organizational change management
examines how interdependent, organizational subsystems scan and transform input from the external environment to outputs in the organization across individual, group, and total levels

includes these seven s’s: strategy, structure, systems, shared values, skills, style and culture, and staff

68
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is the Peter Senge theory?

A

describes organizations as organisms
challenges the concept of the top-down “hero-leader” and large-scale change
advises small, incremental change through 5 disciplines of organizational learning

69
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is the Prosci(R) ADKAR Model?

A

a goal based change management model used for both individual and organizational change
focuses on guiding change at the individual level through five distinct phases: awareness, desire, knowledge, ability, and reinforcement

70
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what is the Marvin Weisbord’s Six Boxes(R) model?

A

a researched based model that guides diagnosing organizational problems
categorizes six critical areas as leverage points for influencing organizational success
teaches how to think systematically when identifying factors that enable or obstruct organizational behavior

71
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what tools can TD pros use to identify how relationships work formally and informally?

A

stakeholder analysis
environmental scan
network diagram

72
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what are the elements of a healthy working relationship?

A 
trust
mutual respect
mindfulness
welcoming diversity
open communication
73
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what are the elements of a learning culture?

A 
organizational values
strategic plans
open communication
flexible and accessible opportunities
demonstrated commitment
74
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what can organizations do to determine the value of engagement efforts?

A

define engagement goals in realistic, everyday terms
coach managers and hold them accountable for their employees’ engagement
invest time and resources
use ongoing measures

75
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what are some common measurement methods for engagement?

A

survey
internal measurements
hybrid approach combining internal and external methods

76
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what are 8 common elements of an engaged culture?

A

alignment of business and engagement strategies
an organizational philosophy that emphasizes a core purpose
formal program and policies that drive the engagement agenda
open, proactive, leader-driven communication about engagement
a workplace and organizational structure that promotes collaboration and inclusion
a regular cadence for assessment and follow-up
leaders who are expected and empowered to build engagement
demonstration of the impact of engagement

77
Q

ORGANIZATIONAL DEVELOPMENT & CULTURE

what are 8 common elements of an engaged culture?

A

alignment of business and engagement strategies
an organizational philosophy that emphasizes a core purpose
formal program and policies that drive the engagement agenda
open, proactive, leader-driven communication about engagement
a workplace and organizational structure that promotes collaboration and inclusion
a regular cadence for assessment and follow-up
leaders who are expected and empowered to build engagement
demonstration of the impact of engagement

78
Q

TALENT MANAGEMENT & STRATEGY

proper management of individual and team performance leads to better _____, _____, and _____.

A

engagement, retention, organizational success

79
Q

TALENT MANAGEMENT & STRATEGY

what are some types of performance management tools?

A

Rating Scales indicate an employee’s performance level.

Management by Objectives (MBO) is a flow-down of top-level organizational goals that specify the task, the deadline, the measure of success, and so forth. The goals typically include what will be accomplished in very specific terms and how (what competencies are exhibited).

Narratives assess an employee’s strengths, development needs, past performance, potential performance, and recommendations for improvement.

Comparisons look at one employee’s performance with that of one or more others.

Checklists are either simple or weighted and use performance elements.

360-Degree Feedback allows the employee to receive anonymous feedback on performance from peers, direct reports, and supervisors and compares it to a self-assessment.

80
Q

TALENT MANAGEMENT & STRATEGY

what should you do at the beginning of the performance period?

A

clarify responsibilities and expectations of the role

establish accountability for goals, standards and expectations

81
Q

TALENT MANAGEMENT & STRATEGY

what should you do during the performance period?

A

provide learning opportunities and building capabilities
developing action plans for development and skill enhancement
review progress
provide coaching and feedback
take corrective when necessary

82
Q

TALENT MANAGEMENT & STRATEGY

what should you do at the end of the performance period?

A

provide feedback and evaluation on the entire performance period
identify new learning and development actions

83
Q

TALENT MANAGEMENT & STRATEGY

what other talent management processes can you integrate the performance management process into?

A

Strategic workforce planning produces job descriptions and competencies that can be used for managing performance.

Gaps in competencies and other skills identified in a performance management process can be identified and addressed through talent development programs.

Performance management can be aligned with an employee’s career development goals, providing direction to achieving those goals.

Performance evaluation typically drives compensation, succession, and high-potential employee decisions. Alignment with these processes can be based on the use of the same knowledge, skills, and attitudes used in the performance management process.

84
Q

TALENT MANAGEMENT & STRATEGY

what are the process steps to connect talent development goals to an organization’s strategy?

A
  1. define the job results required for specific roles where there is a performance gap
  2. conduct a job analysis and identify the competencies necessary to perform in the roles
  3. undertake a task analysis by examining each task within a job
  4. identify the role-based knowledge, skills, and attitudes (KSAs)
  5. establish specific talent development goals
85
Q

TALENT MANAGEMENT & STRATEGY

what is a value proposition?

A

− A value proposition is a statement that communicates the justification for a purchase.
− Some value propositions depend on the analysis performed on customers and costs.
− Helping key stakeholders to understand the value proposition helps to build visibility and support for talent development.

86
Q

TALENT MANAGEMENT & STRATEGY

what are the steps to design and implement talent development strategic plans?

A

− Develop a vision and mission statement for talent development.
− Determine strengths and weaknesses.
− Develop strategic goals, objectives, and an action plan.

87
Q

TALENT DEVELOPMENT & STRATEGY

what does TD need to consider beyond strategic planning?

A

− Know what talent development stands for.
− Anticipate and plan for change.
− Establish priorities.
− Maintain compliance.

88
Q

TALENT MANAGEMENT & STRATEGY

how can you plan for major programs?

A

− Use basic project management approaches to ensure successful completion.
− Know that there is always a chance that initiatives may be cancelled or changed to something else midstream.
− Always be prepared.

89
Q

TALENT MANAGEMENT AND STRATEGY

what are some tools to predict problems?

A 
− Cause-and-effect diagram
− 5 whys
− Force field analysis
− Nominal group technique
− Pareto charts
− Scenario planning
90
Q

TALENT MANAGEMENT & STRATEGY

what is a constraints analysis?

A

− A constraints analysis identifies a project’s limiting factors.
− This analysis should also detail all factors required to design a successful initiative and all resources needed to effectively plan, design, and develop communications and change management initiatives.

91
Q

TALENT MANAGEMENT & STRATEGY

what are some common problems associated with projects and project teams?

A 
− Role uncertainty
− Lack of support
− Shortage of resources
− Unreasonable deadlines
− Missing deadlines
− Lack of communication
− Technology challenges
92
Q

TALENT MANAGEMENT & STRATEGY

what are some questions to ask when clarifying the purpose of the marketing strategy of TD?

A

− What is the ultimate result?
− How strong are the talent development offerings?
− Who are the customers for talent development?
− How is talent development and its value perceived by its customers?
− What are the customers’ perceptions of their need for the talent development offerings?
− How are talent development’s offerings positioned in the marketplace? What are the costs versus benefits (value)?
− How should talent development be branded? Valued?

93
Q

TALENT MANAGEMENT & STRATEGY

how can you create a marketing strategy for TD?

A

− Focus on marketing the value of a learning culture.
− Define the target audience.
− Develop an effective message.
− Identify objectives using Mager’s A-B-C-D process:
− Establish the message using the 6 Cs:

94
Q

TALENT MANAGEMENT & STRATEGY

what are different marketing tactics?

A

− Written word (such as brochures, case studies, direct mail, newsletters, press releases, or emails)
− Social media (such as blogs, podcasts, video, forum boards, or landing pages)
− Personal connections through special events, referrals, presentations, crowdsourcing, or testimonials

95
Q

TALENT MANAGEMENT & STRATEGY

what should you consider when creating a talent development communication strategy?

A 
− Determine critical information and data.
− Determine the audience.
− Identify methods available.
− Identify a timeline.
− Create a communication plan.
− Engage stakeholder review.
96
Q

TALENT MANAGEMENT & STRATEGY

what are some methods to obtain feedback from stakeholders?

A

− Counting page clicks online
− Asking for feedback after a presentation
− Conducting online surveys
- holding focus groups

97
Q

TALENT MANAGEMENT & STRATEGY

what are some ways to involve leadership in talent development?

A

o Serve as mentors and coaches.
o Introduce new events.
o Speak at and attend learning programs.
o Serve on a governance board.

98
Q

TALENT MANAGEMENT & STRATEGY

what are some ways to build and sustain partnership relationships?

A

− Get to know leaders and their organizations better.
− Speak the language of executives and the industry.
− Have a clear understanding of the organization’s strategic imperatives, goals, and plans to achieve them.
− Understand and help to solve their problems.
− Define how talent development supports leaders.
− Demonstrate collaboration and accountability.
− Be a systems thinker.
− Establish credibility by delivering on time.
− Have a positive, can-do attitude.

99
Q

TALENT MANAGEMENT & STRATEGY

what are some characteristics of high-performance organization’s learning culture?

A

− Sufficient budget to meet learning needs
− Dedicated learning functions
− Senior-level responsibility for organizational learning

100
Q

TALENT MANAGEMENT & STRATEGY

what are benefits of having a good learning culture?

A 
− A good learning culture improves:
o employee engagement levels
o overall organizational performance
o the ability to retain talent
o the ability to meet changing business needs and objectives
o the competitive ability.
101
Q

TALENT MANAGEMENT & STRATEGY

what are the advantages of being a lifelong learner?

A

− Boosts confidence and self-esteem
− Challenges beliefs and opinions
− Increases the ability to adapt to change
− Enhances the ability to achieve a more satisfying life
− Improves personal and professional development
− Fosters the desire to take more risks
− Leads to a growth mindset
− Expands career advancement opportunities
− Offers more opportunities to improve quality of life

102
Q

PERFORMANCE IMPROVEMENT

what are the 5 moments of learning need?

A 
apply
learn new
learn more
solve
change
103
Q

PERFORMANCE IMPROVEMENT

what is the “apply” moment in learning need?

A

Apply. When performers need to act upon what they have learned, including remembering what they forgot or adapting to a new situation

104
Q

PERFORMANCE IMPROVEMENT

what is the “learn new” moment in learning need?

A

Learn New. When performers are learning how to do something for the first time

105
Q

PERFORMANCE IMPROVEMENT

what is the “learn more” moment in learning need?

A

Learn more. when performers are expanding what they learned.

106
Q

PERFORMANCE IMPROVEMENT

what is the “solve” moment in learning need?

A

when problems arise or things don’t work the way they were intended

107
Q

PERFORMANCE IMPROVEMENT

what is the “change” moment in learning need?

A

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

108
Q

PERFORMANCE IMPROVEMENT

what are categories that influence performance?

A 
− Workplace and structure
− Work processes
− Management and organizational support
− Technology and resources
− Human resources and selection
− Learning and development
− Personal motivation
109
Q

PERFORMANCE IMPROVEMENT

what are intrinsic factors?

A

knowledge, skill, and desire

110
Q

PERFORMANCE IMPROVEMENT

what are extrinsic factors?

A

environment and opportunity

111
Q

PERFORMANCE IMPROVEMENT

what factors affect human learning?

A

intrinsic and extrinsic factors

112
Q

PERFORMANCE IMPROVEMENT

what are the principles of performance improvement?

A 
Performance improvement is used to:
o Identify the model of successful performance.
o Uncover performance problems.
o Analyze influences.
o Select and design actions.
o Manage workplace solutions.
o Measure results.
o Continually improve performance within an organization.
113
Q

PERFORMANCE IMPROVEMENT

what is the purpose of performance improvement?

A

− Identify organizational goals incurring performance problems.
− Define the gap between desired performance and actual performance.
− Identify the causes of the performance gap.
− Select appropriate solutions that will address those causes.
− Implement the solutions.
− Evaluate the results.

114
Q

PERFORMANCE IMPROVEMENT

what are different human performance models?

A

− ATD’s human performance improvement (HPI) model
− Gilbert’s behavior engineering model
− Rummler-Brache’s nine-box model
− Harless’s front end analysis model
− International Society for Performance Improvement’s human performance technology (HPT) model
− Mager and Pipe’s model
− Holloway-Mankin’s performance DNA model

115
Q

PERFORMANCE IMPROVEMENT

what is the open systems theory?

A

the view that any organization is a system that absorbs environmental inputs, uses them to transform process, and expels them as outputs.

116
Q

PERFORMANCE IMPROVEMENT

who is a client in the HPI?

A

the goal owner who sponsors a project or has engaged a TD pro for support to complete a project or to improve performance

117
Q

PERFORMANCE IMPROVEMENT

who are the key performers in the HPI?

A

individuals in the target job and consistently produce outcomes with above-average results

118
Q

PERFORMANCE IMPROVEMENT

who are the stakeholders in the HPI?

A

a single person, group, or organization that has interest in the project and who can influence its success

119
Q

PERFORMANCE IMPROVEMENT

who are standard performers in the HPI?

A

individuals in the target job who are meeting most performance standards

120
Q

PERFORMANCE IMPROVEMENT

what is the target job in the HPI?

A

a specific job that is the objective of a performance improvement project or effort it is focused on

121
Q

PERFORMANCE IMPROVEMENT

what is ATDs Human Performance Improvement model?

A

results-based, systematic process used to identify performance problems; analyze the influences; select, design, and manage performance solutions in the workplace; measure results; and continually improve performance within an organization.

122
Q

CHANGE MANAGEMENT
change is part of ______ and _______
and occurs regardless of _____ ______ ____

A

growth and learning

what else happens

123
Q

CHANGE MANAGEMENT

why are TD pros well positioned to facilitate change?

A

because they connect people, processes, and work

124
Q

CHANGE MANAGEMENT

what should TD pros understand to help organizations successfully navigate change?

A

change theories

125
Q

CHANGE MANAGEMENT

what do change management models serve as?

A

road maps for TD pros to offer guidance and cautions along the road to change

126
Q

CHANGE MANAGEMENT

what demonstrates action steps that flow from start to finish and sometimes offer detailed process guidance?

A

change models

127
Q

CHANGE MANAGEMENT

when was Kurt Lewin’s 3 stage model of change developed

A

originally in 1947

128
Q

CHANGE MANAGEMENT

what are the 3 stages in Kurt Lewin’s 3 stage model of change?

A

unfreezing, changing and refreezing

129
Q

CHANGE MANAGEMENT

what did the “changing” stage change to in Kurt Lewin’s change model?

A

transformation and movement

130
Q

CHANGE MANAGEMENT

Kurt Lewin viewed situations as being affected by….

A

a sea of forces in motion

some are positive and desirable and other are negative and undesireable

131
Q

CHANGE MANAGEMENT

when was John Kotter’s 8-step model first published in Harvard Business Review?

A

1995

132
Q

CHANGE MANAGEMENT

what are the 8 steps in Kotter’s model?

A 
o Step 1: Create a sense of urgency.
o Step 2: Form a powerful coalition.
o Step 3: Create a vision for change.
o Step 4: Communicate the vision.
o Step 5: Remove obstacles.
o Step 6: Create short-term wins.
o Step 7: Build on the change.
o Step 8: Anchor the changes in corporate culture.
133
Q

CHANGE MANAGEMENT

what is transition?

A

the internal psychological process employees go through when they come to terms with the new situations as a result of a change

134
Q

CHANGE MANAGEMENT

what are the 3 steps of William Bridges transition model?

A
  1. ending: people deal with their tangible and intangible loss
  2. neutral zone: repatterning takes place
  3. new beginnings: people develop a new identity and experience new energy
135
Q

CHANGE MANAGEMENT

what are the 4 Ps Wililams thinks leaders are more successful if they provide the work force with?

A

Leaders are more successful if they provide the workforce with the 4 Ps:
o purpose for the change
o picture of the expected outcome
o plan for navigation from current to future state
o part employees play in making the changes successful.

136
Q

CHANGE MANAGEMENT

what are the stages of grief Elisabeth Kubler-Ross identifies?

A 
o denial
o anger
o bargaining
o depression
o acceptance.
137
Q

CHANGE MANAGEMENT

what is the appreciative inquiry?

A

uses the 4-D model to:
o Identify the best of “what is” (discovery)
o Envision “what might be” (dream)
o Discuss “what should be” (design)
o Implement the “what will be” (destiny) from a positive point of view.

138
Q

CHANGE MANAGEMENT

who developed the appreciative inquiry?

A

David Cooperrider

139
Q

CHANGE MANAGEMENT

what is the ATD Change Model?

A

A six-step model with overlap between steps

140
Q

CHANGE MANAGEMENT

what are the 6 steps in the ATD change model?

A

o Step 1: Challenge the current state (“the why”).
o Step 2: Harmonize and align leadership (the “what”).
o Step 3: Activate commitment (the “how”).
o Step 4: Nurture and formalize a design.
o Step 5: Guide implementation.
o Step 6: Evaluate and institutionalize.

141
Q

DATA & ANALYTICS

what are the factors that define a data-driven organization?

A 
− A strong company culture
− An experimentation mindset and objectively learning from failures
− A digital technology influence
− A focus on the future
− Organizational agility
142
Q

DATA & ANALYTICS

what are some data visualization techniques that can be used to show different relationships?

A

o distribution of a single variable: columns, histogram, scatter chart, and bar chart
o relationships: bubble chart and scatter chart
o comparison: bars and columns, timeline, line chart, and scatterplots
o distribution of multiple variables: heat maps and bubble charts
o connection: relationship or connection maps, heat maps, and Venn diagrams
o composition of the whole: pie chart and stacked bar chart
o location: maps, building diagrams, and processes.

143
Q

DATA & ANALYTICS

what are three ways you can segment stakeholder groups when determining their power and influence?

A

o hierarchy
o function or department
o decision-making authority.

144
Q

DATA & ANALYTICS

what are some common pitfalls of an initial data analysis?

A

− Jumping to conclusions or starting with the conclusion
− Unconscious bias
− Overusing the mean and avoiding the mode and median
− Incorrectly defining the sample size
− Hypothesis testing without accounting for the Hawthorne effect or the placebo effect

145
Q

DATA & ANALYSIS

What do descriptive analytics help explain?

A

what happened

146
Q

DATA & ANALYSIS

what do diagnostic analytics help explain?

A

why something happened

147
Q

DATA & ANALYTICS

what do predictive analytics use to predict what will happen in the future?

A

descriptive and diagnostic data

148
Q

DATA & ANALYTICS

what type of analytics offer the best action to influence a different outcome or show how to make something happen?

A

prescriptive analytics

149
Q

DATA & ANALYTICS

what are some steps to gather and organize data?

A 
− Define the question.
− Set clear measurements.
− Collect the data.
− Analyze the data.
− Interpret the results.
150
Q

FUTURE READINESS

what is the different between innovation and creativity?

A

− Innovation is the act of translating a new method, product, or idea into a service or good that creates value.
− Creativity is the act of producing original ideas.

151
Q

FUTURE READINESS

what are innovation and creativity important to organizations?

A

− Help to invent new businesses or lines of business.
− Provide the means to do more with less by increasing productivity and reducing cost.
− Fuel problem solving and process improvement.
− Create new products and services to meet new customer needs and preferences.
− Attract employees who want to work in innovative environments.

152
Q

FUTURE READINESS

how can a TD pro help promote and support creativity and innovation?

A

− Promote and support an innovative culture.
− Help leaders to champion creativity and innovation.
− Make creativity and innovation a part of the culture.
− Organize for creativity and innovation.
− Benchmark.
− Create a common language.

153
Q

FUTURE READINESS

what are some techniques to generate creativity?

A

− Techniques can be divided into two primary categories: divergence and convergence.
− Best practices in innovation include the use of techniques in both categories.

154
Q

FUTURE READINESS

what is divergence?

A

− Divergence means generating a maximum number of ideas from which to choose.
− Divergence approaches:
o Brainstorming
o Lateral thinking or perspective shifting
o Analogy thinking
o Benchmarking.

155
Q

FUTURE READINESS

what is convergence?

A 
− Convergence means starting with many ideas and then analyzing, filtering, and combining them to get more new and better ideas.
− Convergence approaches:
o Mind mapping
o The Six Thinking Hats
o Idea shopping.
156
Q

FUTURE READINESS

what is design thinking?

A

− Design thinking is a human-centered approach to innovation or problem solving.
− Design thinking fosters creativity and innovation.

157
Q

FUTURE READINESS

what are the phases of design thinking?

A 
o empathize
o define
o ideate
o prototype
o test.
158
Q

FUTURE READINESS

what is the lean approach?

A

− The lean management approach uses creativity techniques to focus on eliminating waste and improving quality.
− The goal is to cut costs by making the organization more efficient and responsive to
− the marketplace.

159
Q

FUTURE READINESS

what are the steps in the lean appraoch?

A 
− Steps in lean approach:
o Define the value.
o Map the value stream.
o Create the flow.
o Establish pull.
o Pursuit of perfection.
160
Q

FUTURE READINESS

what are the factors influencing talent development?

A

− External factors that influence business strategies and goals
− Internal factors based on organization decisions
− Talent-specific factors that directly influence talent development

161
Q

FUTURE READINESS

what are the forces driving change within the workplace?

A

− Reimagining performance management
− Democratization and transparency in the workplace
− Workplace digitization

162
Q

FUTURE READINESS

what are some workplace changes and dilemmas that TD pros need to prepare for

A 
− Leadership gaps
− Leadership skills
− A connected world
− Learning where the work is
− Agile teams
− Ecosystems
− Employees working from everywhere
− Reputation is critical
− Analytics for increased efficiency
163
Q

FUTURE READINESS

what are current treads that will likely reshape the workforce?

A

− Freelance is a way of life.
− Demographics are changing.
− Finding and retaining talent is critical.
− Job flexibility motivates future employees.
− Robots will have real jobs.
− Innovation will be the norm.

PTD (3 decks)

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