Learning Flashcards

1
Q

Training versus development

A

– Training. time bound, budget dependent. Often imposed, driven by systematic change. Generally done in groups and accountable to authorities. Depending on a trainer.

– development. Continuous, internal process. Optional, factors and personal change, growth view. Based on an internal agenda. Mainly individual and accountable to self. Can be independent.

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2
Q

Role of training and development

A

– Process of supporting and continuously enhancing performance to reach organizational goals through additional learning, education, improvements. Helps plan and implement training for organizational events. Facilitates HR programs for personal and professional enrichment.

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3
Q

Training requirements

A

– New employees. Company, orientation, job responsibilities.
– professional and technical workers. Specific roles, changing in process, tools, and tech technologies.
– experience workers. New and changed jobs, compliance training.

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4
Q

Skills and knowledge shortages

A

– Top three missing soft skills. Problem-solving, critical thinking, innovation, and creativity. Ability to deal with complexity and ambiguity. Communication.
Top three missing technical skills. Trade skills. Data analysis/data science. Science/engineering medical.

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5
Q

HR’s role in training and development

A

– Identifying training needs and opportunities.
– aligning training programs and activities to strategic goals.
– seeking input from stakeholders.
– leveraging, workforce, and analytics and cognitive tools for decisions.
– evaluating and measuring program and activities

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6
Q

Key legislation related to learning

A

– The trademark act 1946 nickel
– US patent act 1952.
– copyright act 1976
– Civil rights act title, seven 1964 next line – age discrimination and employment act 1967.
– the American with disabilities act 1990
– uniformed services, employment and employment act 1994
– fair labor standards act 1938
– Occupational safety and health act 1970
– Mine safety and health act 1977
– Needle stick, safety, and prevention act 2000

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7
Q

US patent act 1952

A

Applies to all businesses and individuals.
– provisions. Prevent stealing and or claiming inventions created by others. Clarifies and simplifies existing patent laws. Three types of patterns, utility patent, design pattern, plant pattern.
– Compliance enforced according to federal statutes rename office to patent trademark office. Create a title 35 of the US code.

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8
Q

Title 35 of the United States code.
– originally developed pen and law into three parts added part four 1970

A

Part one – pen and trademark office. Set out provisions, governing that office and its powers and duties and related matters.
– part two patent ability of invention in grant of patents. Sets out conditions under which patents may be obtained and the related procedures.
– part three plans and protection of patent rights. Relates to the pattern themselves and the protection of rights under pats.
– part four patent cooperation treating. Intended to simplify the filing and patent application for inventions in different countries. Helps expand established programs for American industry to file foreign applications. Encourages smaller businesses and individual investors to become more active in seeking patent protection of abroad.

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9
Q

Copyright act 1976

A

– Applies to all US individuals
– provisions. Protect the authors right to reproduce, distribute or perform copyrighted work. Covers literary, artistic or other creative expression for authors life +70 years.
– compliance. Person who creates a work generally owns the copyright except for work made for higher exceptions were created by employees, work special ordered or commissioned

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10
Q

Copyright concepts

A

– Public domain. Copy right law doesn’t protect this route of work. Copyright owner deliberately places it in the public domain, known as dedication. Copyright owner did not follow properly. Follow copyright renewal rules. Copyright has expired.
– Fair use. Allows the use of copyrighted work in certain circumstances. No finite guidelines for usage. Determine in case by case basis and the court system for copyright infringement

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11
Q

Legislating providing equal access to training

A

– The civil rights act 1964. Prohibits discrimination and compensation or the terms or conditions of employment based on certain protected classes.
– age discrimination and employment act 1967. Prohibits discriminating against employees 40 years of age and older and hiring, promotion, training, benefits, compensation, discipline, and Terminations.
– ADA 1990. Prohibits discriminating against qualified individuals with disabilities and applying for jobs, hiring, firing, and job training – uniform services, employment and employment rights act 94. Requires training or retraining for returning service members to refresh or upgrade their skills to help them qualify for reemployment.

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12
Q

Legislation with training impacts

A

– The fair labor standard act 1938. Establishes one training related time must be counted as hours worked. Identify for exceptions.
– OSHA 1970. Many OSHA standards explicitly require employers to train employees in the safety and health aspects of their jobs.
– mind safety and health at 1977 requires the implementation of mandatory minor training.
– needlestick, safety and prevention act 2000. Requires employee employees that are training in proper usage and engineering and work practice control to help. Keep them safe

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13
Q

Reinforcement theories
– explain acquisition and sustainment of behavior

A

– Classical conditioning period occurs when two simile repeatedly paired.
– operant conditioning. Behaviors are dependent on, or controlled by their rewards and consequences.
– Social cognitive theory. Knowledge acquisition, directly related to observing others within the context of social interactions experiences in outside media influences.

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14
Q

Classical conditioning

A

– Type of learning that happens unconsciously.
– process that occurs through associations between an unconditioned stimulus and a neutral stimulus
– Form of behaviorism in which a specific stimulus produces predictable response

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15
Q

Operant conditioning

A

Reinforcement contingencies.
– positive reinforcement contingencies.
– punishment contingencies.
– avoidance contingency
– escape contingency
– extinction contingency

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16
Q

Social cognitive theory

A

– Emphasizes understanding human behavior through the importance of: vicarious learning, symbolic, thinking, self regulatory processes.
– interaction is created through reciprocal determinism. Behaviors influenced by the environment. Environment is influenced by the individual behavior. Personal factors

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17
Q

Andragogy- adult learning theory

A

– Learner centered, focused on what is happening within the learner.
– implies a share concern for learning rather than a pedagogical expectation of learning will take place no matter what
– established learning principles

Requires involvement, experience, space, enhanced by active participation, problem, centered

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18
Q

Malcolm S Knowles. Assumption of adult learners 1984.
Five assumptions

A

– Self-concept. Moving from dependency on others to autonomy and self directed learning.
– experiential learning, drawing on past experience for future learning.
– readiness to learn involving needs specific to the current condition.
– orientation to learning. Applying information and current situations to solve immediate issues.
– motivational learn coming from a source of personal inspiration and desire versus outside conditions.

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19
Q

Learning curves

A

– Negatively accelerating learning curve. Decreasing returns. Increments in performance are large in the early stages of practice, but become smaller as practice continues.
– positivity accelerating learning curve, increasing returns. Learning proceeds slowly at first and then gradually improves.
– a shaped learning curve. Combines a positively accelerating learning curve at the beginning with a negatively accelerating curve and later attempts
– learning curve with a plateau. Period where no one seems to learn.

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20
Q

Forgetting theories two

A

Short-term memory.
– The theory trace decay theory, fading and decaying resulting overtime.
– – displacement. Limited capacity to hold information first in , first out.
Long-term memory
– Proactive interference. Old memories, disrupt new memories
– – retroactive interference. New memories, destruct old memories.
– – – Retrieval failure theory. Information cannot be assessed.

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21
Q

Neil Flemming and Colleen Mills, the Vark modalities 1992
4 types of learners

A

– visual. Diagrams, slight presentations.
– AURAL reading aloud or recordings.
– reading/writing interaction with text, reading and writing.
– kinesthetics activities that allow for movement.

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22
Q

Learning retention

A

After two weeks we tend to remember
– 10% of what we read
– 20% of what we hear.
– 30% of what we see.
– 50% of what we see and here.
– 70% of what we say?
– 90% of what we say and do.

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23
Q

Training strategy

A

– Formal document link training to organizational goals.
– shows the value of investments in training program.
– identify employees who need training implants accordingly. Ensure employees will have the skills and knowledge to help move the business forward when needed.

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24
Q

Training strategy assessments

A

– Organizational assessment. Organization Y deficiencies that could use a training solution. Usually identify during HR audits, during reviews of HR measurements, via employee surveys, VA employee complaint rates.
– job assessments. Clarification or expansion of job requirements. Can be determined, using job performance, results versus benchmarks, focus groups, interviews.
– employment assessment. Current skill and knowledge needs of existing workforce can be identified using employee surveys, focus groups, interviews, performance results.

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25
Q

Delivery planning

A

-On site training advantages. Convenient location, no travel, time incurred, available to support work group, private group, customized. Disadvantages pressure on attendees, not taken seriously, administrative, Bernet, external networking opportunities.
- Offsite training, advantages, focus on the training content, more creative environments conducive to learning, opportunity to network. Disadvantages can be costly, time away from work, unavailable, if work issues arise.

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26
Q

Obstacles to learning

A

– Resistance to learning can be caused by intrinsic or extrinsic factors. Low tolerance for change, lack of trust, peer group, pressure, bad previous experience, lack of organizational commitment.

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27
Q

Instructional design models

A

– Help instructional designers make it sense of abstract learning theory and enable real world application.
– Provide structure and meaning to a learning problem.
– have common principles and patterns that are used to design. Learning, experiences courses, instructional content.

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28
Q

Popular instructional design models 3

A

Addie – analyze, design, develop, implement, evaluate.
– agile – align, get set, iterate, and implement, leverage, evaluate
– Sam – successive, approximation, model

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29
Q

ADDIE model

A

– Analysis. Define scope and clarify problems.
– design. Plan or create the outline for the solution.
– development. I.e., build, or borrow the solution to meet the need.
– implementation. Execute the rollout and train on the use of dissolution
– evaluation. Monitor and assess each phase formative of the project/product as a whole.

30
Q

AGILE instructional design

A

A – align
G – get set. 1. Map apply. 2. Prioritize impact 3. Make a leap. 4. Proof it.
I – iterate and implement.
L – leverage
E – evaluate

31
Q

Successive approximation model, Sam

A

Preparation phase – background.
Iterative design phase – prototype, review, design
Iterative development phase – implement, evaluate, develop

32
Q

Model comparison

A

Addie – analysis, design, development, implement, evaluate
Agile – a line, get set, iterate, and implement, leverage, evaluate.
Sam – preparation, iterative design
, iterative development

33
Q

Strategic training issues ADDIE vs AGILE

A

A – A… identify training needs. What skills or knowledge are lacking and can be enhanced through training?
D - G… select training program. Should it be purchased or developed? Are there existing programs to address to meet specific need. If not, what is the value of a new program?
D-I… organized training logistics. Will an instructor, facilitator, or both be needed? Reserve training facilities. Open enrollment for training. Order materials for training.
I – L… Implement the training program. Pilot the program to a small group of users for feedback. Make any final adjustments prior to final rollout. Rollout the program to the target population.
E – E… evaluate the training results. Use previously defined measurements to identify effectiveness the training program.

34
Q

Training needs assessment and analysis

A

Step one, identify a clear business goal that the training supports next line step two determine the task workers needed to perform so the company can reach that goal.
step three determine the training activities that will help workers learn to perform the task.
Step 4. Determine the learning characteristics of the workers that will make the training more effective.

35
Q

Needs assessment process

A

1 identify goal.
2 gather, and analyze data
3. Identify training gap
4. Determine training goals
5 purpose solutions

36
Q

Training acquisition, strategy three

A

– Build. Long-term strategy
– buy. Near term strategy
– borrow. Short-term strategy.

37
Q

Trending needs analysis

A

From the bottom up

– organizational analysis. How will the organization achieve its design goals
– task analysis. Skills needed by the workforce to accomplish these goals.
– individual analysis. Strengths and weaknesses of the current employees.

38
Q

Task analysis

A

A list of the task that must be performed.*

– where the skills and knowledge are best acquired.
– the conditions under which task are performs
– the quantity and quality of performance required.
– the skills and knowledge required to perform each task.
– a description of when and how often test are performed

39
Q

Training programs

A

– Determine effectiveness and efficiency of a business.
– improve quality and quantity of productivity.
– reduced learning time to reach standards of performance.
– create favorable attitude, loyalty, incorporation.
– satisfy human resource planning requirements
– reduced number and cost of accidents.
– help employees advanced personal development

40
Q

Training objectives 3

A

Active verb, describing what a learner will be able to do at the conclusion of the training

Standard of performance, which should be expressed in terms of numbers, degree, accuracy.

Relevant constraints and time limitations for performing the behavior

41
Q

Types of learning strategies

A

Funnel – broad concepts, and specific situations
Inverted funnel – specific situations, broad concepts
Hourglass – broad concepts, broad concepts
Tunnel – uniform presentation, step-by-step instructions

42
Q

Benjamin Bloom: blooms taxonomy 1956

A

Starting from the bottom
– knowledge – recall information learned, defined terms and memorize facts.
– comprehension – knowledge comprehend what a message means so you can explain it to someone else.
– application – apply what you have learned to solve a problem. Prepare, produce, and modify information and ideas.
– Analysis – breakdown knowledge and to discrete parts. To effectively analyze the situation to solve a problem
– synthesis – bring together ideas to form new solutions. Organized – plan – construct – create.
– elevate – assess or judge the value or quality of ideas based on criteria. Recommend a solution, critique a proposal, judge the merit of an idea.

43
Q

Internal content development considerations

A

Learning objects.
– use of learning objects or reusable learning objects. Save development time by reusing content of variety of contacts in the organization. Object may be an animated, graphic, job aid, or module of a course.

Testing
– bed or pilot test may be used to gather uses feedback prior to general release

Training material.
– may include leader, guide, user guides or handouts

44
Q

Training platforms.
– best practice, instructional design and learning theories can be combined for blended learning

A

– Instructor lead, virtual, or physical. General awareness, basic concepts, processes, multiple activity, styles, role based tasked.
– E-learning. Web based learning. Process overview, key features, skill enhancement, self-directed, self-paced, multimedia, mobile.
– application simulations. Experiential learning. Application simulation, providing various levels of interactivity. Practice, self-directed, self paced.
– performance based learning. Quick reference cards, contextual help, job aids, Q cards, work instructions, quick reference cards.

45
Q

Key implementation, planning steps

A

Select instructor – order material/equipment – test pilot – revise content – translate and interpret – plan logistics and implement – scheduled the program – communicate the program

46
Q

Training materials

A

– Select contact that will complement and reinforce the curriculum. Hardcopy textbooks, online access, soft, copy, books, PowerPoint presentation, handout, e-learning environment.
– Include assessment sections and critical thinking modules
– trainers have a legal and moral obligation to obtain permission to pay the respective fees to use copyrighted materials.

47
Q

Facilities planning

A

– Effectiveness of a training program is enhanced if the training environment is conducive to the training method and contents.
– Environmental distractions can dilute it or even destroy the acquisition of new knowledge and skills
– Ideal learning environments depend on such variables, as whether the training is on site or offsite, as well as space requirements, seating arrangements, and comfortable temperatures
– 10 and 11

48
Q

Training program publication

A

Learning management system
-registration.
– training resource management
– authentication
assessments.
– reporting
Learning content management system
– collaboration, methods, blogs, wikis , forms, podcast, etc.
– Training workflow.
– course calendar.
Training modules.
– internal content.
– external content

49
Q

Cultural sensitivity versus cross cultural

A

Cultural sensitivity.
– Emphasis on awareness building in order to dispel racial, bias and stereotypes.
– e.g. facilitator is a member of a minority group and has lived outside of home country.
Cross-cultural.
– focus on communication effectiveness and productivity enhancement.
– E.g. facilitator is required to speak two languages and have lived in work abroad

50
Q

Top five platform skills

A

– Clearly communicate the sessions, topic, goal, and relevance to the participants at the beginning of the session.
Dash effectively manages nervousness, so that it does not distract the participants.
– use humor, analogies, examples, metaphors, stories, and delivery methods, other than, or injunction with, lecture or PowerPoint
– faces the participant most of the time it works the room.
– summarizes encloses a session with energy

51
Q

Delivery approaches

A

Teacher centered.
– instructor lead training.
– coaching or mentoring
– lecturers
– group, discussions and activities

Learner centered.
– simulation employee training
– hands-on training
– e-learning
– role-playing
– management specific activities
– case studies or required reading

52
Q

Types of visual aids 7

A

Presentation, people, pictures, chart/graphs, maps, film, objects

53
Q

Effective communication

A

– Clarity
- consciousness- courtesy – consideration
– Concreteness – correctness– completeness – – - creativity
– Credibility
– Connected

54
Q

Training measurements

A

– As with all human resource programs, learning activities must be measured for effectiveness.
– these measures typically relate to whether or not OD and LND programs resulted in the desire changes

55
Q

Analyze training and performance

A

– Increase training budgets
Increase training budget allow for developing employee skills and investing money in HR programs. Huge training budgets do not necessarily equal profits. Need to ensure there is return on investments.
– cost savings.
Cost saving due to organize training. The more save the more efficient the business becomes. Can introduce special bonuses for employees who create new saving methods next.
– cost per employee.
Can indicate when there is an issue. Provides the average of all money spent on programs divided by the total number of employees
– expected revenue increase.
Trained employees expectto earn more money for their increase skills. Employer expects these employees to produce more to yield increased profits to cover these costs.

56
Q

Feedback and survey

A

Employee survey results. Employee satisfaction, ratings, convert subjects and beliefs into objective scores next line
– job impact results. Supervisor feedback or ratings provide feedback that the training had on the employers performance next line – instructor evaluations. Collect learner feedback to ensure training needs are being met. Determine how to improve training programs

57
Q

Donald Al Kirkpatrick learner evaluation 1954

A

Level one/ learning reaction. Measures reaction of participants to the training, focus; participant perceptions, satisfaction, usefulness, motivation. Method; writing scale, focus, groups, structured interviews, surveys.
Level 2/readiness assessment measures reactions of participants to the training acquisition; knowledge, skills, attitude. Method; pre-impose test, essay, questions, case study analysis, simulations, and role-playing.
Level 3/operational assessment. Measures a change in behavior. Real life transfer; knowledge, skills, attitude, problem-solving. Method; record review and audit surveys, observations, checklist, critical incident reports.
For – organizational results. Measure progress toward organizational objectives. Focus, real world, outcomes, objectives, performance, appraisals, return on investments, cost benefit analysis method; record reviews in audits, survey, observation, critical incident reports, compliance reviews, program institutionalism

58
Q

Value of training and development programs

A

– Show tangible results
– achieve desired outcomes.
– measure program effectiveness.
– build HR credibility

59
Q

Which statements describe training

A

– It’s time down and budget dependent.
– it’s generally done in groups

60
Q

Which reinforcement theory occurs when two stimuli are repeatedly paired

A

– Classical conditioning – type of unconscious learning that occurs when two stimuli are repeatedly paired as a process that occurred to associations between unconditioned and neutral stimuli, and it is a form of behavioralism in which a specific stimulus producers of predictable response

61
Q

Which adult learning theory says that the assumption of readiness to learn involves a specific needs to the current condition

A

Mark S Knowles, assumptions of adult learners

62
Q

Which type of assessment is usually identified during an HR audit or a review of HR measurements?

A

Organizational assessment

63
Q

Instructional design models, help instructional design designers make sense of abstract learning series, and enable real world applications, providing structure and meaning to learning problems

What instructional design model has a waterfall approach

A

ADDIE

64
Q

In a training needs assessment process, which steps involves comparing where the business is to where it wants to be?

A

Identify training app

65
Q

Which type of learning strategies uses a combination of deductive reasoning at first followed by inductive reasoning to discover new principles

A

Hourglass – she is a combination of deductive reasoning at first followed by inductive reasoning to discover new principles and example of the hourglass strategy is learning to write a business plan

66
Q

In the training program publication diagram, which model is part of the learning content management system or LCMS

A

Training modules

67
Q

What are some of the top platform skills to look for in trainers or facilitator?

A

– Clearly communicate session goals.
– summarizes the session.
Effectively manages nervousness

68
Q

Place the steps of the needs assessment process in the correct order

A

Step one identify goal line
step two gather and analyze data
Step three identify training gaps
step four determine training goals
Step five proposed solution

69
Q

Put the levels of Donald L Kirkpatrick’s learner evaluation mode in the correct sequence

A

Step one learning reaction.
Step two readiness assessment
step three operational assessment
Step four organizational results

70
Q

Which two characteristics are part of both the learning and training definitions

A

– Knowledge and skills

71
Q

In the key training, inflammation planning steps, what comes after planning an implementing logistics

A

Scheduled a program

72
Q

Which type of training strategy assessment is concerned with the current skill and knowledge needs of the existing workforce?

A

Employee assessment