People - Learning and Development Flashcards

(45 cards)

1
Q

What is training?

A

Training is providing knowledge, skills, and abilities (KSAs) specific to a particular task or job

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2
Q

What are developmental activities?

A

Developmental activities prepare employees for future responsibilities while increasing capacity for performance in the current job and are broader in scope than training.

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3
Q

What characterizes “push” learning?

A

Push learning delivers content based on a training schedule, measures success by class attendance, and is generally used for required training

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4
Q

What characterizes “pull” learning?

A

Pull learning is a continuous, easily accessible process linked to acquiring the KSAs and competencies needed for the job

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5
Q

What is HR’s role in learning and development?

A

HR aligns L&D with strategic goals, gathers input from stakeholders, uses workforce analytics to guide development, and scans internal and external environments to identify critical learning needs and opportunities

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6
Q

What topics are part of global learning and development?

A

Cross-cultural awareness, international assignment preparation, global team building, managing virtual teams, and issues related to laws, ethics, and organizational values.

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7
Q

What is a learning organization?

A

A learning organization adapts quickly to environmental changes by altering organizational behavior and providing an environment that supports learning and development.

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8
Q

How does learning occur at individual, group, and organizational levels?

A

Individual: Through experience, training, and increased KSAs.

Group: Through increased skills and knowledge within teams.

Organizational: Through shared insights and knowledge that build on organizational memory

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9
Q

What do knowledge retention strategies consider?

A

What knowledge may be lost, the consequences of losing it, and actions to retain it, using both technology-based and “softer” systems

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10
Q

What are key characteristics of adult learners?

A

Adults are self-directed, use experience as a resource, are ready to learn, are more problem-focused, are internally motivated, and are willing to “unlearn to learn.”

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11
Q

How does learner participation relate to retention?

A

Retention increases as participation increases, with highest retention from immediate use and practice by doing, and lower retention from passive methods like lecture and reading

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12
Q

What are common obstacles to learning?

A

Low tolerance for change, lack of trust, peer group pressure, bad previous experiences, and lack of organizational commitment to learning.

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13
Q

What are the three main learning styles?

A

Visual: Learn best from seeing images and graphics.

Auditory: Learn best by hearing and are sensitive to speech patterns.

Kinesthetic/tactile: Learn best by doing and may be bored by inactivity

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14
Q

What is the ADDIE model?

A

A training design model with five phases: Analysis, Design, Development, Implementation, and Evaluation.

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15
Q

What questions are asked at the organizational, task, and individual levels in ADDIE analysis?

A

Organizational: Where is training needed, and what conditions affect training choices?

Task: What needs to be taught, and what must be done to do the job effectively?

Individual: Who should be trained, and what kind of training do they need?

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16
Q

What is Bloom’s taxonomy used for in training design?

A

To structure learning objectives from lower-level knowledge/recognition to higher-level application, analysis, evaluation, and creation

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17
Q

What are the purposes of learning objectives?

A

They focus the design, alert participants to what they should learn, support transfer of knowledge and skills, and provide a way to measure learning.

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18
Q

What are common learning activities used in ADDIE development?

A

Case studies, round robin, role plays, structured exercises, simulations, fishbowl activities, and T-groups

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19
Q

What are key elements of ADDIE implementation?

A

Pilot testing and revisions, instructor selection, and logistics planning (scheduling, materials, facilities, technology)

20
Q

What are main purposes of ADDIE evaluation?

A

Determine if objectives were achieved, measure impact on individuals, identify best practices, analyze design and delivery, conduct investment analysis, gather data to influence future training, and build a database for decisions.

21
Q

What is the Successive Approximation Model (SAM)?

A

An iterative design model that gains feedback and builds prototypes earlier than ADDIE, with phases of preparation, iterative design (starting with a “Savvy Start”), and iterative development.

22
Q

What is the goal of action mapping in learning design?

A

To link a measurable performance goal to real-world actions and create an activity stream of practice activities with only the essential information needed to perform those actions

23
Q

What are the main training delivery approaches?

A

Self-directed, instructor-led, experiential, and blended learning.

24
Q

What characterizes self-directed learning?

A

Learners control pace and path, often using multimedia or mobile tools; the mix is adjusted to content and audience.

25
What characterizes instructor-led learning?
Learning in actual or virtual classrooms, often incorporating multiple activity styles (lecture, discussion, practice, feedback)
26
What characterizes experiential learning?
Learning by doing through demonstrations, immediate feedback, and retesting in realistic situations
27
What are common training delivery tools listed in the module?
E-learning, learning portals, learning management systems (LMS), webinars, mobile learning, virtual-world simulations, artificial intelligence, and social media
28
How do career development, career planning, and career management relate?
Career development is the overarching process, career planning is the individual’s responsibility for setting goals and paths, and career management is the organization’s support and systems for career growth
29
What are managers’ roles in career development?
Acting as coach, appraiser, advisor, and referral agent while employees retain primary responsibility for their own careers
30
What key elements belong in an Individual Development Plan (IDP)?
Employee profile, career goals, development objectives, training/development interventions, outcomes, and signatures/dates.
31
What makes IDPs most effective?
Alignment with organizational needs, objective/accurate assessment, SMART goals, challenging development activities, coaching and feedback, and strong employee ownership
32
What are common forms of career development?
Self-assessment tools, apprenticeships, job rotation/enlargement/enrichment, projects and committees, team participation, internal mobility, coaching, mentoring, and external education (universities, colleges, associations, continuing education)
33
What career development trends are highlighted?
Multiple jobs and careers, greater individual responsibility for careers, nontraditional employment, more temporary/contract/contingent work, and accelerated responsibility.
34
What is leadership, and what is leader development?
Leadership: The ability to influence a group or individual to achieve a goal or result. Leader development: Organizational training and professional development aimed at building executives’ and managers’ skills to influence and flex in different and challenging situations
35
From an organizational perspective, what trends drive the need for leader development?
Increasing speed of change, growing complexity of challenges, task migration, and senior leaders’ growing dependence on others.
36
What are some “fatal flaws” and habits of unsuccessful executives?
nability to learn from mistakes, lack of interpersonal skills, lack of openness, lack of accountability or initiative, assumptions of dominance, identifying too closely with the organization, thinking they have all the answers, demanding total backing, obsessing about image, underestimating obstacles, and resisting change/new ideas
37
What is HR’s role in leader development?
HR must be a leader itself, improve leadership bench strength by identifying and developing potential leaders, ensure current leaders get needed development, and continually align leadership needs with strategy
38
What are obstacles to leader development?
lowly developing crises, potential negative publicity, suppressive organizational/community effects, lack of global mindset, valuing individual performance over teamwork, and insufficient organizational focus on leadership
39
What are types of competency assessments listed in the module?
Self-assessment, manager assessment, competency-based interviews, skills gap analysis, 360- and 180-degree assessments, skills assessment centers, certifications, and personality assessments.
40
How do leadership responsibilities differ at lower, middle, and executive levels?
Lower level: Administering, managing, translating goals into tasks, addressing obstacles, implementing structures/policies. Middle level: Leading multiple units, planning and coordination, long-range assessment and planning. Executive level: Communicating vision and plans, managing stakeholder relationships, implementing organization-wide changes, and fostering a high-performance culture.
41
What leadership assessment tools are commonly used?
Leadership inventories (e.g., 360-degree instruments), work sample measures such as situational judgment tests and assessment centers/simulations, and emotional intelligence assessment tools.
42
What is the 70-20-10 rule for leader development?
About 70% of development comes from challenging assignments, 20% from developmental relationships, and 10% from coursework and training.
43
What are key leader development methods in the module?
More-challenging assignments with supportive risk-management training Training delivered when the individual can apply it Problem solving in controlled environments Action learning that builds skills while solving real business issues
44
What factors affect success in developing global leaders?
Beliefs about whether leaders are “born” or “made,” local acceptance and support, organizational culture, leadership models, and localization requirements
45