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What is the most important reason for determining an anticipated headcount of training team employees before presenting a training budget?

A.

Training headcount must be justified and approved

B.

There must be adequate time to recruit new resources

C.

The training work plan must be correlated to the headcount

D.

Labor is typically the largest training department cost

A talent development (TD) professional is designing performance and training solutions for new core services. Which question would best help the TD professional begin to establish the Level 4 impact metrics around these new services?

A.

What is driving this need for new core services?

B.

What are challenges in expanding these core services?

C.

What talent skills gap needs to be addressed?

D.

What does success look like for the organization?

Which is the best practice to incorporate when designing a new performance management strategy?

A.

Require all review discussions be performed face-to-face

B.

Have managers set stretch goals for their direct reports

C.

Ask managers to rank their team members by performance

D.

Determine managers' current skills at performing appraisals

A project manager just learned of a significant delay in meeting a project milestone. Which option would be best for communicating information about the delay to external stakeholders dispersed across multiple time zones?

A.

Call each targeted stakeholder on the telephone and verbally explain the delay situation

B.

Schedule a web conference to explain the delay situation with the targeted stakeholders simultaneously

C.

Send an email to all of the targeted stakeholders to explain the delay situation

D.

Text an instant message to targeted stakeholders to explain the delay situation

Determining appropriate sample size for a project depends on which element?

A.

The frequency with which the tool is administered

B.

The type of research methodology that has been selected

C.

The ease with which members of the population may be identified

D.

The level of confidence that the results were not caused by chance

Two manufacturing companies in different cities—Company A and Company B—have recently undergone a merger but will continue operating separately for the immediate future. Company B did not have a talent development (TD) department, so the TD professional who reported to the chief executive officer (CEO) of Company A before the merger will now report to the CEOs of both companies. The TD professional is asked by the CEO of Company A to put together a team-building program to get the employees from both companies to work well together.

The TD professional has a meeting with the CEO of Company B, who believes the training should be postponed for at least six months so the two groups of employees can operate autonomously as if the merger had not happened.

The CEO of Company B has resigned, and the CEO of Company A now leads both organizations. The CEO still wants to conduct team-building activities and recommends that the senior leadership team of Company B travel to the site of Company A for a meeting to plan the team-building activities.

What should the TD professional do?

A.

Ensure an adequate number of senior leaders from both companies provide input into the decision-making process.

B.

Recommend that the team-building activities be held at the site of Company B or a neutral site.

C.

Prepare a preliminary cost estimate of the options for the team-building activities.

D.

Perform a needs analysis of all the employees in both companies to gather input on the issues.

E.

Proceed with the initial recommendation from the CEO of Company B to postpone the team-building activities.

F.

Define the objectives of the planning meeting.

A talent development (TD) professional facilitates a three-week training course for all of a company's new hires. Company onboarding guidelines state that new hires must pass the course final exam with a score of 80% or higher in order to continue in the job, but the guidelines also provide for some discretion on the part of the hiring manager.

Participant A fails the final exam with a score of 78%. Participant A was frequently late to training, did not readily participate, and fell asleep twice during the course.

Participant B fails the final exam with a score of 60%. Participant B arrived early every day during training to request additional help, actively participated in group activities, took copious notes, and got along with everyone in the course.

What should the TD professional do?

A.

Offer to provide one-on-one coaching to Participant B.

B.

Document the observable behaviors, and provide these data points to the HR department and the hiring manager.

C.

Meet with Participant B, and explain the exam results.

D.

Advocate to the hiring manager on Participant B's behalf.

E.

Research other jobs within the company for which Participant B might be more qualified.

F.

Provide the exam results to the HR department and the hiring manager.

An organization is using Kotter's eight-step process during a change management initiative. Which action best supports creating a vision for change?

A.

Identify people who are resisting the changes and help them see what is needed to make the change happen.

B.

Secure a commitment from key stakeholders and leaders within the organization to help lead the change.

C.

Develop a summary of how the change will support the organization's values and provide improvements.

D.

Link organizational goals, employee recruitment, training, and performance reviews to the desired change.

A new manager has been assigned to meet with a talent development (TD) coach. At the first meeting, the manager states "I am who I am, and no amount of coaching will change me." Which should be the TD coach's top priority?

A.

Report the manager's attitude to a senior leader

B.

Discover the personal triggers that may help the manager become more coachable

C.

Help the manager to understand how being "uncoachable" puts the manager's job at risk

D.

Help the manager to develop a career transition plan for a role that is a better fit

In which scenario would situational leadership be most impactful?

A.

An employee is unclear which direction to take to solve a time-sensitive problem on a project

B.

An employee is not analyzing data correctly for a presentation with a client

C.

An employee is avoiding a task even though he states that he understands the task

D.

An employee has made no progress toward her professional goals ten months into the performance period