Learning & Development

Question 1

Chief Learning Officer

Answer 1

A high-ranking manager directly responsible for fostering employee learning and development within the firm

Question 2

Types of Needs Assessment

Answer 2

Organization Analysis, Task Analysis, Person Analysis

Question 3

Organization Analysis

Answer 3

Examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed.

Question 4

Task Analysis

Answer 4

The process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job (often by looking at the JD and JS and from job analysis)

Question 5

Person Analysis

Answer 5

The process of determining the specific individuals who need training; can also illuminate individual areas of weakness and training needs

Question 6

Competency Assessment

Answer 6

Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs; also describes how those traits will need to be used within an organization’s context and culture

Question 7

Consideration of Designing a Training Program

Answer 7

Developing instructional objectives; Assessing the readiness and motivation of trainees; Incorporating Learning principles; Characteristics of instructors

Question 8

Instructional Objectives

Answer 8

Desired outcomes of a training program

Question 9

Trainee Readiness

Answer 9

Refers to whether or not the experience and knowledge of the trainees have made them ready to absorb the training

Question 10

Modelling

Answer 10

Learning through mimicry; can include real-life demonstrations, videos, visual aids, pictures, and drawings

Question 11

Programmed Instruction (Self-Paced Learning)

Answer 11

Used to break down learning into sequences for employees to learn at their own pace; after being presented with materials trainees is required to answer.a question; if correct, the proceed; if not, they are given more information

Question 12

Behaviour modification

Answer 12

A technique that operates on the principle that behaviour that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behaviour that is penalized or unrewarded will decrease in frequency

Question 13

Spot rewards

Answer 13

Programs that award employees on the spot when they do something particularly well during training or on the job e.g. gift cards, cash, time off

Question 14

On-the-Job Training

Answer 14

A method by which employees are given hands-on experience with instructions from their supervisor or other trainer

Question 15

Apprenticeship Training

Answer 15

A system of training in which a worker entering the skilled trades is given thorough instruction and experience both on and off the job, in the practical and theoretical aspects of the work

Question 16

Cooperative Training

Answer 16

A training program that combines practical on-the-job experience with formal educational classes

Question 17

Just-in-time Training

Answer 17

Training delivered to trainees when and where they need it to do their jobs, usually via computer or the internet

Question 18

Communities of Practice

Answer 18

A type of grassroots training that allows people to share knowledge and collaborate with one another via social networking tools

Question 19

Behaviour modelling

Answer 19

An approach that demonstrates desired behaviour and gives trainees the chance to practice and roleplay those behaviours and receive feedback

Question 20

Four components of behaviour modelling

Answer 20

Learning Points (describe recommended steps); Modelling (Participants view behaviour); Practice (participants practice behaviour); Feedback and Reinforcement (Behaviour is reinforced with praise, approval, encouragement, and attention)

Question 21

Blended Learning

Answer 21

The use of multiple training methods to achieve optimal learning on the part of trainees

Question 22

Four Criteria for Evaluating Training

Answer 22

1. Reactions, 2. Learning, 3. Behaviour, 4. Results

Question 23

Reactions

Answer 23

The simplest; evaluation based on employee reactions to training programs

Question 24

Learning

Answer 24

Did the trainees actually learn? Best evaluated through pre- and post- training activities, or control groups

Question 25

Transfer of Training

Answer 25

The effective application of principles learned to what is required on-the-job

Question 26

Formative Evaluation

Answer 26

Designed to help evaluators assess value of training materials/program with an eye towards improvement; provides data about various aspects of a training program

Question 27

Summative Evaluation

Answer 27

Designed to provide data about a training program’s worthiness/effectiveness. Has the training program resulted in payoffs for the organization? E.g. cost-benefit analysis

Question 28

Relapse Prevention

Answer 28

Teaches individuals how to anticipate and cope with inevitable setbacks they will encounter back on the job

Question 29

Orientation

Answer 29

The formal process of familiarizing new employees with the organization, their jobs, and their work units

Question 30

Onboarding

Answer 30

The process of systematically socializing new employees to help them get “on board” with an organization

Question 31

Cross-Training

Answer 31

The process of training employees to do multiple jobs within an organization

Question 32

Chief ethics officers

Answer 32

High ranking managers responsible for fostering the ethical climate within the firm