Chapter 3.4 - Talent Strategy & Management

Question 1

A TD professional is developing a talent strategy that aligns with the organizations overall strategy. The goal for the talent development professional is to influence organizational outcomes in a positive direction with appropriate talent development. Which of the following approaches would be most effective in order to achieve this objective?

Ensuring that the talent development professional has an indirect reporting structure in the organization.
Defining specific job task required for critical roles in the organization.
identifying skills and capabilities needed based on management understanding of the job rules. Receiving direction from a specific stakeholder on organizational priorities.

Answer 1

Defining specific job task required for critical roles in the organization.

To establish strong talent development goals that align with the organizational strategy, it is important to identify critical roles in the organization and define specific job task required for these roles. Italian development professional should engage with multiple internal stakeholders to understand the organizations needs and identify skills and capabilities. This includes senior management and relevant employees. To affectively a line of town development goal with the organizations overall strategy, a talent development professional should have a direct reporting relationship to the CEO or a senior leader.

Question 2

A talent about my professional needs to create a talent strategy for an organization that is aiming to increase overall efficiency. The talent development professional has met with relevant internal stakeholders and identified critical roles and competencies required to perform them. What step can the talent development professional take to ensure that the talent strategy goals established are aligned with the organization needs?

Read the organization strategic plan, business plans, or any other documentation that is available. Consolidate the critical roles that have been identified to create a common talent development goal.
Have an indirect reporting structure in the organization.
Replicate the talent strategy of a competitor.

Answer 2

Read the organization strategic plan, business plan, or any other documentation that is available.

In order to create an appropriate talent strategy, the TD professional needs to customize the alignment process by using multiple options, one of which is reading the organization strategic plan, business plans, or any other documentation available. It is easier for a TD professional to ensure alignment when there is direct reporting to a senior role in the organization. As part of the talent development goalsetting process, the critical roles identified must be deconstructed further Into smaller and smaller tasks until every task is thoroughly described. The talent strategy should align with the organizations needs and must not be replicated from the market competitors.

Question 3

A TD professional is strategically partnering with a retail organization to reduce its operating cost. The TD professional has establish a talent strategy and linked the talent development goals to the organization goals. The strategy has been reviewed and approved by the CEO and senior executives of the organization. Which task should the talent development professional pursue next in order to move forward?

Give specific measures for each child development goal.
Undertake a task analysis to identify competencies for each role.
Identify roles that are critical to the organization. Define the job results required for specific critical roles.

Answer 3

Give specific measures for each talent development goal.

When the talent strategy is defined and talent goals happen identified, The next step is to identify how to measure the goals. Identifying the critical roles, conducting a task analysis, and defining job results for critical roles are all a part of building the strategy and are completed before the strategy is finalized.

Question 4

The senior management of an organization has brought in a TD professional to create a talent strategy that will improve employee performance and motivation. The talent development professional has established talent development goals and link them to the organization specific needs. Which point is crucial to the success of the strategy?

Talent development goals must always be aligned at every level to prioritize key activities.
Talent development goals must always be defined on a team basis rather than on an individual basis.
The talent strategy must focus on a specific performance measure.
The critical roles identified must be consolidated to create a common talent development goal.

Answer 4

Talent development goals but always be aligned at every level to prioritize key activities.
As part of the talent development goalsetting process, the critical roles identified must be deconstructed into smaller tasks to establish specific talent development goals. Goals may be further defined on a team or individual basis. The talent strategy must focus on multiple measures that are evaluated at the end of the project to explain the outcomes of the project to explain successes and the lessons learned.

Question 5

A TD professional is managing a project to improve schedule adherence among employees in an organization. Based on approvals received from senior management, the TD professional is finalizing a talent strategy that aligns with the organizations objective. Which approach will facilitate a successful execution of the project?

Establishing a consolidated talent development goal for employees across various business domains. Determining talent development goals based on the management understanding of the job roles. Maintaining a common measure for the project for different audiences within the organization. Following the same process to establish measures for the project and to establish strategic objectives.

Answer 5

Following the same process to establish measures for the project and to establish strategic objectives.

Measures established for any talent development project should follow the same process for establishing strategic objectives. A talent development project should have specific goals based on deconstructed, while define task and align with organizational needs. The goals maybe further defined on a team or individual basis. A talent development project should maintain different measures for a different audiences and analyze them to answer the strategic questions the organization is asking. Additionally the goals must be determined based on input receipt from both employees and senior management.

Question 6

A TD professional has completed a project for an organization. The aim of the project was to evaluate the communication styles used by mid-level managers, both with internal teams and clients. The TD professional is in the process of consolidating the results of the project to present to report to the internal stakeholders. While creating the report, what should the TD professional keep in mind in order to successfully communicate value of the talent development contribution?

The outcomes must align different results that can cater to the interest of specific stakeholders within the organization.
The process followed to establish measures for the project and to establish strategic objectives must be different.
A common measure with must be maintained in the report for different audiences within the organization.
The results must primarily focus on key performance indicators that are independent of the organizational strategy.

Answer 6

The outcomes must outline different results that can cater to the interest of specific stakeholders within the organization.

Different levels of the organization’s hierarchy focus on different results and want to hear talent development professionals discuss the topics that are most pertinent to them. Measures establish for any talent development project should follow the same process for establishing strategic objectives. The TD professional should also maintain different measures for different audiences and analyze them to answer the strategic questions the organization is asking. The results of a TD project must ideally link results to key performance indicators or strategic objectives.

Question 7

A TD professional has implemented a development program to improve time management skills of employees who can work on critical task. The TD professional has analyzer results and will be communicating the outcomes with internal stakeholders. How can the TD professional effectively communicate the programs contribution to the organizations outcomes?

By linking the results to keep performance indicators or strategic objectives when possible.
By outlining a specific outcome of the program to stakeholders across the organization.
By maintaining a common measure for different audiences within the organization.
By highlighting that the daily activities of the program are often independent of organizational goals.

Answer 7

By linking the results to keep performance indicators or strategic objectives when possible.

When communicating the contribution of a talent development program to the organizations outcomes, a talent development professional should think results to keep performance indicators or strategic objectives when possible. The TD professional should also ensure that the daily activities of the program are closely aligned to the organizational objectives.
Different levels in the organizations hierarchy focus on different results and want to hear talent development professionals discuss the topics that are most pertinent to them. A TD professional should maintain different measures for different audiences and analyze them to answer the strategic questions the organization is asking.

Question 8

A TD professional has been engaging with a logistics company on town development programs to bridge performance gaps identified within the various functions. How can the town development professional create a value proposition in order to sustain the talent development function in the company?

By advertising and marketing efforts, along with measures of success and endorsements within the company.
By outlining a specific outcome of the town development programs to all stakeholders across the company.
By refocusing on new initiatives that separate town development goals from the company’s goals.
By ensuring that the daily activities of the programs are independent of a company’s goals.

Answer 8

By advertising and marketing efforts, along with measures of success and endorsements within the company.

Value proposition can be included in advertising and marketing efforts, along with measures of success and endorsements. Helping key stakeholders to understand the value proposition helps to build Vizza Bility and support for talent development, which helps to sustain the function. A TD professional should also not sure that the daily activities the program are closely aligned to organizational objectives. The TD professional must refrain from refocusing on new initiatives or request that detract time and attention from organizational goals. Different levels in the organizations hierarchy focus on different results and want to hear TD professionals discuss the topics that are most pertinent to them. A TD professional should maintain different measures for different audiences and analyze them to answer the strategic questions the organization is asking.

Question 9

A TD professional is working with an organization to develop learning and development programs that support the organization strategy. A TD professional has completed to program successfully. What steps can the TD professional take to build strong support for the talent development function and ensure sustainability?

Receive direction from a specific stakeholder on organizational priorities.
Emphasize and illustrate ability to customize the programs.
Have an indirect reporting structure in the organization.
Replicate programs implemented by the organizations competitor.

Answer 9

Emphasize and illustrate the ability to customize the programs.

Value proposition for a town development function can be created by showing that customers can get their learning and develop and specifically customize toward their needs then they would be by going outside of the organization.

Question 10

A TD professional is working with an organization on a few learning and development programs. The latest project is to reduce employee satisfaction and improve performance. The initial programs have Sean promising results. The senior management has discussed the benefits of having an internal talent development function and has agreed to support the function. What steps can a talent development professional take to ensure continued alignment of talent development with the organizations objectives?

Ensure that the daily activities of talent development are linked to strategic goals.
Assign a common talent development goal from multiple critical roles across functions.
Identify the skills and capabilities needed based on management understanding of job rules.
Focus on key performance indicators are independent of the organizational strategy.

Answer 10

Ensure that the daily activities of talent development are linked to a strategic goals.

In order to strongly a line talent development programs with organizational objectives, a TD professional should meet with senior executives and all relevant stakeholders to discuss the organization strategic objectives. Talent development must ideally link results to keep performance indicators or strategic objectives in order to track effectiveness of development programs. Talent development goals must be established for a specific job tasks that are required for critical roles in the organization.

Question 11

IT professional works with business leaders to prepare a vision and mission statement of an organization. Which essential difference between the two statements to the town development professional consider while drafting these statements?

A mission statement should describe how day-to-day activities aim toward achieving an organizations objectives, while vision statement should describe what the organization wants to accomplish in the future.
A mission statement should not change irrespective of changes in the business environment, while vision statement should adapt itself to changes.
A mission statement should answer the question where does the organization and to be? Vision statement should answer the question how does the organization differ from its competitors?
A mission statement is future oriented, while vision statement is present focused.

Answer 11

Mission statements to describe how day-to-day activities aim toward achieving an organizations objectives, while vision statement should describe what the organization wants to accomplish in the future.

A mission statement answers the question what does the organization due to be different from his competitors? And vision statement answers the question where does the organization and to be an X number of years? A mission statement as present focused and may change depending on the market circumstances, but it should still tie back to an organizations core values and customer needs. I vision statement is future oriented, and any changes in the vision of an hour station should be minimal.

Question 12

An organizations vision is to be the most successful and respected organization and its area of operation. A TD professional is assigned the task of creating a mission statement for the talent development unit of the organization. Which question should be an integral part of the mission statement of the talent development unit?

When does the organization plan to achieve its desired objective?
Where does the organization say itself after 10 years?
What are the competencies of the employees in an organization?
What should the organization do to attract more customers?

Answer 12

What should the organization due to attract more customers?

An organizations mission is present focused and answers the questions what is our purpose? Why do we exist? The question, what should the organization do the trash for customers focuses on the present and should be an Intercal part of the mission statement. Questions like when does he organization plan to achieve a desired objective? And where does the organization see yourself after 10 years? Or aspirational descriptions of the future and our relevant to organizations vision statements.

Question 13

The management of an organization is concerned about the high rates of voluntary attrition and seeks the help of the talent development unit to improve employee engagement and retention. What is the first step at the development of the strategy?

Determine correct and badgers to be implemented. Collect funding for the implementation of the action plan.
Define the purpose of the plan in the mission statement.
Present a set of ideas to management for feedback.

Answer 13

Define the purpose of the plan in the mission statement.

Developing vision and mission statements for talent development is one of the four most steps in the process of designing and implementing strategic plans. I mission statement to find the purpose of the talent development strategy, it’s reason for existing, it’s purpose, and its direction. Once the mission statement and the injectors are established, the action plan is determined. After the finalization of the strategy, it should be presented to management. On obtaining approval from the management, funds are collected.

Question 14

A TD professional works with the HR department of an organization to prepare a talent acquisition strategy. To select a suitable strategy, talent development analyzes multiple factors such a skill set, gaps in competencies, intellectual property rights, size of a talent pool and it’s demand, new areas of growth of the business, potential changes and hiring regulations. In the given scenario, what is the talent development professional conducting?

Strength weaknesses opportunities and threats analysis.
An employee performance review.
A compensation review.
A political economic social and technological analysis.

Answer 14

Strength weaknesses opportunities and threats analysis.

A swat analysis is an environmental review that identify strengths weaknesses opportunities and threats in an organization.

Question 15

A TD professional is asked to create a document that highlight key factors of an action plan such as the time required for the step-by-step implementation of the process, and the resources required to achieve organizational goal of manufacturing eco-friendly products. Which statement highlights the benefit of the action plan?

It identifies potential threats to the organizations plan.
It helps to create a common talent development goal. It assigns start date and end dates to each step.
It helps managers to micromanage their team members.

Answer 15

It assigns start date and end dates to each step.

Action plans provide critical details of the process such as key factors, timeline, and resources required to achieve organizational objectives. A swat analysis identifies potential threats to the plan. However an action plan does not help in creating a common talent development goal, nor does it help managers to micromanage their team members.

Question 16

How does a TD value statement help an organization?

It helps managers to delegate work depending on the performance of an employee.
It helps employees to identify the core requirements of a new project.
It enables managers to understand the vision of the organization.
It enables employees to understand the work related support they can get.

Answer 16

It enables employees to understand the work related support they could get.

TD professionals help employees and organizations to understand what talent development represents through a talent development value statement. The statement my proclaim Whitetail and development values, such as supporting employees, teamwork, collaboration, or developing everyone. A talent development value statement does not help in identifying the choir requirements of a project, work delegation, or explaining the vision of the organization.

Question 17

A TD professional is involved in succession planning to identify and train employees with a potential to handle leadership positions in the future. What is a necessary step in the creation and implementation of the plan?

Alter the objectives of the plan, as per changes in candidate profiles and competencies.
Avoid consulting the current management to ensure biased free planning.
Select succession candidate based on their proximity with upper management.
Calculate potential attrition from critical roles after six session and have a back up plan already.

Answer 17

Calculate potential attrition from critical roles after six session and have a back up plan and ready.

Talent development professionals should anticipate a plan for change. Organizational priorities constantly shift, and learning requirements change regularly. These changes may cause resource reallocations or other problems and constraints for talent development or initiatives. Anticipating what could happen during the performance period is necessary to ensure an agile approach to change the objectives of a plan do not change what changes in Canada profiles and competencies. The selection of succession candidates should be unbiased and based solely on performance. Talent development professionals collaborate with business leaders to develop a succession plan.

Question 18

A TD professional develops a plan to support diversified hiring and inclusion in an organization. What should the talent development professional include in the plan to ensure compliance of the plan and all countries of operation?

Prepare a list of employee development programs. Ensure that an employee with a disability enjoys greater benefits when compared to other employees. Provide a work environment to people with disabilities to help them perform their duties. Prepare a list of acceptable vision and mission statements.

Answer 18

Provide a work environment to people with disabilities to help them perform their duties.

Talent development in partnership with other stakeholders is frequently involved in assuring organizational compliance. Fulfillment of legal requirements and tails understanding the needs of all learners to comply with the laws and assure assessability. Ensuring assessability involves providing equal benefits and privileges to all please. Employee development programs are not mandatory legal requirements and all countries. Each organization has its unique mission and vision statement.

Question 19

What should A TD professional do to ensure an agile approach to change?

Prepare a detailed project plan with a fixed schedule for each task.
Delegate work clearly between departments to illuminate ambiguity’s.
Work in partnership with senior leaders to be aware of changing priorities.
Establish clearly define project goals and milestones.

Answer 19

Work in partnership with senior leaders to be aware of changing priorities.

Question 20

A TD professional designs a customized competency development framework for the managers and an organization. Which critical knowledge must the TD professional possess to ensure a successful implementation of the framework?

How to use project management approaches.
How to develop interpersonal partnering skills.
How to analyze gaps in competencies.
How to analyze job profiles in our organization.

Answer 20

How to use project management approaches.

When planning major talent development programs, initiatives, or events, TD professionals should use basic project management approach is to ensure successful completion. A project management plan integrates a number of plans and is an essential component to ensure that the project is delivered on time. And analysis of job profiles or gaps in competencies and developing interpersonal partnering skills do not help in a successful implementation of a strategy

Question 21

A TD professional as approach with a problem that customer service call time has increased by 40% in the last quarter. To find the cause of the problem, the talent development professional writes down a question and answers it. Each answer provokes a new question, what’s the talent development professional answers until the root causes narrow down. Which problem-solving techniques is a talent development professional using?

Force Field analysis.
Pareto chart.
Nominal group technique.
Five whys.

Answer 21

Five Whys.

Five whys is a technique used to determine the root cause of the problem by continually asking the question why? Force field analysis looks at the factors that are influencing movement toward and away from an objective or goal. The nominal group technique is a group process That requires individuals to brainstorm ideas and facilitate prompt agreement upon the relative priorities of the issues. Pareto chart is used to identify the order in which the problems need to be solved.

Question 22

In trying to initiate a change initiative, a TD professional is conducting a force field analysis. Why has the talent development professional chosen this technique?

It identifies forces acting for and against a particular goal.
It correctly identifies a problem rather than listing it symptoms.
It uses a vertical bar chart to determine the specific order of solving problems.
It looks of the various trends and uncertainties that create possible future scenarios.

Answer 22

It identifies forces acting for and against a particular goal.

Force Field analysis is a tool that identifies the forces acting for and against a particular goal. A Pareto chart is a vertical bar chart that determines the order in which problem should be solved. The five whys method correctly identifies the problem rather than listing the symptoms. Scenario planning as a method that looks at the various trends and uncertainties that create possible future scenarios.

Question 23

A TD professional is asked to be involved in formal succession planning for an organization. This involves analyzing and protecting the organizations future requirements and methods to use the internal supply of talent to meet the bearing requirements. Which problem-solving technique would be most effective for this task?

Fishbone diagram.
Five wise.
Scenario planning.
Pareto chart.

Answer 23

Scenario planning.

Scenario planning look at the various trends and uncertainties that create possible future scenarios that can then be prepared for. In order to plan for the organizations future needs, scenario planning is a most effective solution. Pareto charts, Fishbone diagram’s, and the five whys method are all problem-solving tools, not planning tools.

Question 24

A new project initiated by the town development team fails for reasons related to resource availability and scheduling. What should the talent development professional due to avoid this from reoccurring and future projects?

Ensure all employees are micromanaged.
Conduct a constraints analysis to identify limiting factors.
Encourage open and direct communication of employees with management.
Make the program mandatory for all employees.

Answer 24

Conduct a constraints analysis to identify limiting factors.

Constraints analysis identifies the projects limiting factors, including possible risk. Once identified, arrest medication plan can be developed.

Question 25

Three departments are coordinating on a talent development project. Halfway through the project, the talent development professional and charge realize is that a crucial task was not completed. On assessing the problem further, the TD professional finds out that all three departments assumed the other was responsible for the task. What should TD professionals do to avoid this problem?

Utilize external resources.
Build better motivated teams.
Allocate projects to a single department.
Create a team charter.

Answer 25

Create a team charter.

Clearly define team charter can specify teams roles and responsibilities. TD projects often require the coordination of several teams for successful completion.

Question 26

A TD professional wants to build a learning platform to cross train employees. What can the talent development professional due to ensure that technological challenges do not have a negative impact on the project?

Speak to stakeholders about raising the initial budget to ensure technological challenges can be met. Communicate strategies to instructional designers about reducing the features of the platform. Schedule regular meetings with IT to document the platform issues faced by employees.
Communicate to the developer to customize the platforms most critical deficiencies.

Answer 26

Communicate to the developer to customize the platforms most critical deficiencies.

Question 27

A TD professional is planning the schedule for a new initiative. What should the TD professional do to mitigate any unexpected problems that may delay the schedule?

Offer employees compensation benefits for working overtime.
Reduce the scope of the project.
Negotiate a broader timeline with sponsors.
Allocate time in the project schedule to address problems and changes.

Answer 27

Allocate time in the project schedule to address problems and changes.

Question 28

A TD professional notices that a project is losing momentum over time. What is the most likely cause of this problem?

Missing deadlines.
Roll uncertainty.
Lack of support.
Shortage of resources.

Answer 28

Lack of support.

TD professionals should ensure each initiative is aligned with a talent development strategic objective and has a key customer who visibly supports it.

Question 29

Which statement indicates a similarity between a Fishbone diagram and a Pareto chart?

Both determine the order in which problems should be solved.
Both are visual representations of problems.
Both determine the road caused by continuously asking why.
Both involve the use of graphs and numbers.

Answer 29

Both are visual representations of problems.

Both Pareto charts and Fishbone diagram’s are visual problem-solving tools. While Pareto charts involve the use of graphs and numbers, as well as determine the order in which problem should be solved, Fishbone diagram do not. The Fishbone diagram involves the analysis between an effect and a possible cause of that a fact.

Question 30

Which statement indicates a difference between a nominal group technique and a Pareto chart?

The former is used to identify the problem, whereas the later is used to identify solutions.
The former is a diagram, whereas a later is a bar graph.
The former deals with creating ideas, whereas later deals with analysis of data.
The former is used for forecasting problems, whereas later is used to solve current issues.

Answer 30

The former deals with creating ideas, whereas the latter deals with analysis of data

For nominal group technique is a brainstorming method that requires individuals to generate their own ideas first and then collectively creating ideas based on convergence of opinion. A Pareto chart is a bar chart that is based on concrete data. The nominal group technique is a brainstorming method that may or may not involve the use of diagrams but it’s not a diagram itself. Both a nominal group technique and Pareto charts can be used to identify problems as well as possible solutions. Both a nominal group technique and Parado charts can be used for solving current and future problems.

Question 31

Which statement accurately outlined the changes observed in an organization with individuals and their performances are adequately managed?

It ensures that all team members are high performers.
It improves the overall market share of the organization.
It removes the need for training and development.
It increases employee retention and engagements.

Answer 31

It increases employee retention and engagement.

The efficient management of employees and their performances can lead to higher employee catchment, retention of skilled individuals, and organizational growth and success.

Question 32

A TD professional is required to assess the performance of employees within an organization. Which tool is best suited for this purpose?

Fishbone diagram.
Force Field analysis.
Narratives.
Pareto chart.

Answer 32

Narratives.

The performance review of employees is an important aspect that helps managers to effectively assess an individual’s growth and capabilities in an organization. Narratives is a performance banishment tool that can be used to assess an individual strengths, weaknesses, performance, and recommend areas of development.

Question 33

A TD professional create a document highlighting specific behaviors of certain employees that lead to effective and ineffective performances. This helped management to better understand how to manage their behavior and performance. Which performance management tool did the TD professional use?

Management by objective.
Graphic rating scale.
Critical incident.
360° feedback.

Answer 33

Critical incident.

Reviewing the performance of employees as an important aspect that helps managers to assess and employees growth and capabilities in an organization. Critical incident is a performance management tool that is used to list our specific behaviors of employees that can lead to effective or any Factive performance. Management by objective is a performance management tool that focuses on the achievement of organizational goals. And 360° feedback, employees receive a Domino’s feedback on her performance from their peers and supervisors and compare it to the assessment of cell. A graphic rating scale reads employees against certain competencies they need for the job.

Question 34

During the annual appraisal cycle, a TD manager is asked to rate an employee on factors such as quality of work, knowledge of a job, and general competencies to measure the employees broth and capabilities. The manager has been observing the employee closely through the year and has a clear idea of how the employee should be rated against each criterion. Which tool kit the manager used to listen to various criteria and rate the employees performance?

Critical incidents.
Narratives.
Graphic rating scales.
360° feedback.

Answer 34

Graphic reading skills.

A graphic rating scale is a type of performance management tool that utilizes various factors such as job knowledge, general competencies, and quality of work on an incremental scale to asses employees performance.

Critical incidents analyze and identify behaviors that differentiate between effective and ineffective performance.

Narrative uses a narrative style a performance evaluation.

360° feedback, employees receive anonymous feedback on their performance from their peers and supervisors and compared to an assessment of self.

Question 35

Which statement accurately outlined that use of graphic rating scales?

It is used to calculate the success rate of a new product based on the readings of similar products.

It is used to calculate the performance of an employee based on multiple factors.
It is used to identify and analyze the hierarchical structure of an organization.
It is used to identify the risk in opportunities and a potential new project.

Answer 35

It is used to calculate the performance of an employee based on multiple factors.

Reviewing the performance of employees is an important aspect that helps managers to assess and employees growth and capabilities in an organization. A graphic rating scale is a type of performance management tool that utilize various factors such as job knowledge, general competencies, and quality of work on an incremental scale to assess and employees performance.

Question 36

A manager reviewed and employees past performances, strengths, weaknesses, and areas of improvement and created a detail report describing all these aspects. Which performance tool is the manager likely to have used?

Behaviorally anchored rating scales.
Narratives.
360° feedback.
Comparisons.

Answer 36

Narratives.

Reviewing the performance of employees is an important aspect that helps managers to assess and employees growth and capabilities in an organization. Narratives is a performance management tool that reviews an employee strengths weaknesses past performances and areas that require improvement. It helps in assessing employees performance and providing effective feedback for their improvements. Behaviorally anchored rating scales is a type of performance management tool that utilizes a mix of critical incident and graphic rating scale. Comparisons is a type of performance management tool that Compares an employees performance against another. 360° feedback permits employees to receive anonymous feedback on their performance from their peers and supervisors and compared to assessment of self.

Question 37

Which activity in the performance management process is accomplished at the beginning of the performance.?

Evaluate the performance for the entire performance and provide feedback.
Provide coaching for a skill enhancement.
Identify new development and learning actions. Provide expectations and responsibilities the role entails.

Answer 37

Provide expectations of the responsibilities the role entails.

Effective implementation of a performance management process within an organization can lead to organizational success. The performance of an employee is monitored throughout a period. At the beginning of the performance., A manager should provide and clarify the expectations and responsibilities of the role. The manager is also required to expect accountability from an employee to meet the organizational goals, standards, and expectations.

Question 38

RTD manager has been reviewing the progress of team members during the performance period. What action was a manager undertake at the end of the performance period?

Provide a brief description of the role and responsibilities it entails.
Ensure that employees has clearly understood the requirements of the project.
Establish a sense of accountability from the employees toward achieving organizational goals. Provide the necessary feedback and identify new development and learning actions.

Answer 38

Provide the necessary feedback and identify new development and learning actions.

The performance of an employee is monitored throughout a period. At the beginning of the performance period, a manager should provide and clarify the expectations and responsibilities of the role. The manager is also required to expect accountability from an employee to meet the organizational goals, standards, and expectations. However, at the end of the performance period, a manager is required to evaluate the entire performance period and provide constructive feedback to the employees. The managers are required to identify new learning and development actions that can aid in developing the performance of an employee.

Question 39

An organization tries to improve the performance of employees by integrating its performance management process with a talent management process. Which talent management process helps performance management by producing job descriptions and outlining necessary captaincies?

Employee engagement.
Strategic workforce planning.
Skill management.
Employee interviews are surveys.

Answer 39

Strategic workforce planning.

Performance management processes can be integrated with talent management processes to create a talent focused, seamless organization. Strategic workforce planning is a talent management process that produces job descriptions and competencies required for a roll. This, in turn, can be utilized to analyze the performance of employees. However, employee interviews and surveys, skill management, and employee engagement do not provide a list of necessary competencies to enhance performance in employees.

Question 40

Which statement best outlines the effects of integrating the performance management process with the talent management process?

It decreases the mobility of internal talent within the organization.
It causes low employee engagement and retention within an organization.
It provides employees with the necessary direction to advancing their careers.
It causes an employee to focus solely on personal goals rather than organizational goals and objectives

Answer 40

It provides the employees with the necessary direction to advance in their careers.

Performance management processes can be integrated with talent management processes to create a talent focused, seamless organization. This integration has various advantages. It helps and providing employees with the necessary direction to advance in their careers. It aids in analyzing gaps in competencies and other skills that can be addressed through talent development programs. This increases employee engagement and retention in an organization.