Learning and Development

Question 1

metrics

Answer 1

Quantitative measurements used to assess, compare, and track performance.

Question 2

disengagement

Answer 2

The fourth traditional career stage, in which the individual gradually begins to pull away from work in the organization. Priorities may change, and work may become less important.

Question 2

succession plan

Answer 2

A kind of forecasting technique that assesses needs and talent one to five years into the future. Promising employees are identified, plans are made to train and educate those employees for their future roles.

Question 3

exploration

Answer 3

The first traditional career stage, which involves identifying interests and opportunities.

Question 4

baseline

Answer 4

Starting point used for comparisons.

Question 5

pilot test

Answer 5

A small focus group that evaluates the content and delivery method of a specific training program before that program is launched.

Question 6

training

Answer 6

The education of employees and instruction about job skills for immediate use.

Question 7

recruitment

Answer 7

Process of seeking and attracting candidates for given vacancies in an organization.

Question 8

career development

Answer 8

The lifelong process by which a person manages career choices and tries to fulfill his or her professional potential.

Question 9

summative evaluation

Answer 9

An assessment conducted at the conclusion of a program to gauge its overall effectiveness, often as a means of providing accountability.

Question 10

networking

Answer 10

The cultivation of useful personal relationships, especially as a means of advancing one’s career.

Question 11

comparative analysis

Answer 11

When two or more metrics or datasets are compared to determine consistencies, inconsistencies, trends, etc.

Question 12

mentoring

Answer 12

An informal relationship where an experienced manager offers guidance and advice to a less-experienced colleague.

Question 13

vestibule training

Answer 13

A type of training that is done in a separate area from the actual work area so that the worker is sheltered from the pressure of the regular job.

Question 14

after-action review (AAR)

Answer 14

A document that captures the processes and methods used during a given project and that makes recommendations for future improvements.

Question 15

contingency plans

Answer 15

A plan for alternative action if things don’t go as planned or if an expected result fails to materialize.

Question 16

formative evaluation

Answer 16

An assessment conducted during the design and development process, and during the training process itself, to modify teaching and learning activities.

Question 17

employer branding

Answer 17

The process of managing and influencing an organization’s reputation among employees, job seekers, and key stakeholders.

Question 18

ADDIE

Answer 18

The process typically used to design or develop educational or training programs. The acronym stands for the five phases of the process: Analysis, Design, Development, Implementation, and Evaluation.

Question 20

coaching

Answer 20

The process by which managers assist employees with developing their capabilities, addressing performance problems, and improving their skills.

Question 21

change initiative plan

Answer 21

The step-by-step details, timeline, and process for implementing change in a project or organization.

Question 22

Five P’s of Change Communication

Answer 22

A model that addresses the information (Purpose, Picture, Plan, Part, and Prize) people want to know when change is proposed.

Question 23

establishment

Answer 23

The second traditional career stage, which involves creating a meaningful and relevant role in the organization.

Question 24

orientation

Answer 24

Routine activities that take place after a new employee is hired. These include getting new employees on the payroll, printing employee IDs, signing up for benefits, and providing necessary personal information.

Question 25

cost-benefit analysis (CBA)

Answer 25

Analysis that describes how the benefit of providing financial information will be weighed against the cost of providing it.

Question 26

Kirkpatrick Model

Answer 26

Model that evaluates the results of training and learning programs using fours levels of criteria: reaction, learning, behavior, and results.

Question 27

learning management system

Answer 27

A software system to provide for the administration, documentation, tracking, reporting, and delivery of educational courses or training programs through a communications network or the Internet.

Question 28

job rotation

Answer 28

A type of training that moves the employee around to perform different duties as a form of job enrichment; often used for managerial or professional employees.

Question 29

maintenance

Answer 29

The third traditional career stage, in which a person's talents are optimized. Performance may reach a plateau or begin to stagnate during this phase.

Question 30

simulated learning

Answer 30

Hands-on training that occurs in a simulated work environment, which is often virtual.

Question 31

blended learning

Answer 31

The combination of two or more learning methods; typically, this refers to online learning mixed with in-person instruction.

Question 32

apprenticeship

Answer 32

Lengthy training and instruction under a professional that is typically used in skilled trades.

Question 33

Solomon four-group design

Answer 33

An experimental design that divides people into four groups and seeks to determine how being pretested affects the degree of the treatment effect.

Question 34

internships

Answer 34

A type of training that typically occurs in context where a high level of education is required to enter the workforce. This training provides the opportunity to gain hands-on experience, and it may be paid, unpaid, or provide college credit.

Question 35

on-the-job training

Answer 35

A type of training that assumes that an employee can learn needed job skills while actively working.

Question 36

training needs analysis

Answer 36

The identification of specific training goals by uncovering gaps in employee skills or competencies.

Question 37

development

Answer 37

The education of employees, including instructing them in the skills needed for both present and future jobs.

Question 38

cooperative learning

Answer 38

A collective learning model in which team members study particular tasks or activities and then teach those skills to the rest of the group.

Question 39

parallel learning

Answer 39

The knowledge transfer that occurs naturally when peers communicate and collaborate on the job.

Question 40

core competency

Answer 40

A specific function that a firm regards as central to its success and is something difficult for competitors to imitate.

Question 41

organizational change

Answer 41

The act of making an organization something different from what it is or from what it would be if left alone.

Question 42

Knowledge, Skills, and Abilities (KSA) model

Answer 42

A model that helps employers select the best candidate for a position by assessing their mastery of facts, proficiency and competency levels, and ability to use their knowledge and skills to successfully perform their job.

Question 43

HiPO

Answer 43

A high-potential employee -- that is, one who is seen as likely to advance into high levels of corporate leadership.

Question 44

job-instruction training

Answer 44

Job training that involves the trainee watching the instructor perform job tasks repeatedly before practicing and then taking on those tasks for themselves.

Question 45

talent management system

Answer 45

A software solution that automates and optimizes performance management processes, including recruitment, onboarding, compensation, and succession planning.