Flashcards
Training and Development Exam Cards
Cards in this deck (57)
- 1What are Training and development aims?To enable students to apply theories of learning, motivation and instructional design to training and development of people in organisations.
- 2Name 3 possible definitions for Training and Development1. planned effort by a company to facilitate employees’ learning of job-related competencies.
2. Develops KSA’s essential for job performance
3. Builds intellectual, knowledge capital and competitive advantage
4. Training is a planned process focused on changing knowledge, skills or attitudes to achieve identified and measurable outcomes - 3Name 3 possible definitions for Training and Development1. Human resource development (HRD) – related field ‘encompassing those activities and process which are intended to have impact on organisational and individual learning’
2. Development – formal education, job experiences, mentoring relationships and assessments of personality and abilities that help employees prepare for the future - 4Name the 6 Forces impacting on organisations, work and learning1. Rapid uptake of new technology
2. Emphasis on human capital – attracting, retaining, motivating and rewarding staff
3. Customer service and quality emphasis
4. High performance work models
5. Sustainability focus - 5What is required from employees to enable continuous learning?Acquire, apply, and share their knowledge within the workplace.
- 6What is Talent management?‘a key force influencing working and learning, managing talent requires an integrated and long term approach’
- 7What is high leverage training linked to?The organisation's mission and strategic goals
- 8What are the 3 P's?Profits (economic)
Planet (ecological)
People (social) - 9What is a definition for sustainability?'A comprehensive approach to balance economic objectives, environmental pressures and changing societal expectations’
- 10The 3 P's together form the....'Triple Bottom Line'
- 11Which best describes the 3 P's? a) Are Interdependent or complementary b) Are conflicting or competinga) Are Interdependent or complementary and aim for a synergistic approach which seeks mutual gain across the 3 Ps.
- 12Organisations need the knowledge, energy and innovation of all employees to meet what?the challenges of complex and dynamic environments
- 13Quality training organisations requires:Alignment - of business strategy with T&D
* Visible Support - from senior executives
* Efficiency - in T&D through internal process improvements, use of tech, outsourcing
* Effective - Practices by aligning T&D to business needs and providing all employees with access to T&D on an "as-needed" basis
* Investment - in T&D
* Different learning opportunities provided
* Measurement - of effectiveness and efficiency of T&D activities
* Non-training solutions - for performance improvement used, including organisation development and process improvement - 14What is the training design process?A systematic approach for designing and developing effective training programs.
- 15What is the training design process based on?the principles of Instructional System Design (ISD).
- 16What is the ADDIE model? What does it include?It is what the training design process is sometimes referred to.
It includes Analysis, Design, Development, Implementation, and Evaluation - 17What are the steps of the ISD process model?-> Conducting needs analysis
-> Ensuring employees’ readiness for training
-> Creating a learning environment
-> Ensuring transfer of training
-> Developing an evaluation plan
-> Selecting training methods
-> Monitoring and evaluating the program - 18Training and development must be...?Well organised, Systematic, and aligned with Business Goals.
- 19To who does Training and Development benefit?Organisations
Teams
Individuals - 20What is the cycle of the Evolution of training?Training event
-> Learning Emphasis
-> Create and Share Knowledge - 21How has the role of training changed to learning?From originally teaching sills and knowledge to creating and sharing knowledge.
- 22What roles does learning combine?Strategic
Informational, and
Operational roles - 23How could talent management be defined?the systematic attraction, identification, development, engagement, retention and deployment of those individual with high potential who are of particular value to the organisation
OR
the art of recognizing where each employee's areas of natural talent lie, and figuring out how to help each employee develop the job-specific skills and knowledge to turn those talents into real performance - 24What are possible ways to describe the term "Employee and work engagement"?‘the extent to which employees are involved with, committed to, enthusiastic, and passionate about their work’
OR
The level of motivation, discretionary effort applied to work
OR
A ‘framework for how to get the best out of people’ - 25What is Cognitive engagement?knowledge and support of company strategy and direction
- 26True or false: Internal and External Factors impact on training and its roleTRUE
- 27Which is correct? Training can be: a) Informal b) Formal c) Both of the above d) None of the abovec) Both of the above
- 28Which is correct? Training can be: a) reactive b) proactive c) Both of the above d) None of the abovec) Both of the above
- 29Well designed, structured training contributes to, what?The organisation and individual’s success
- 30Name the approach that is the reverse of the traditional concept, where trainers offered a menu of courses from which employees chose.Positioning training as an organisational strategy
- 31In Positioning training as an organisational strategy, what are some key things the trainer must do?The trainer must understand the strategic plan of the organisation, and
view the workforce as the people who will enable the plan to be achieved. - 32business strategy = ?goals -> policies -> action -> competitive advantage
- 33What does strategy help to determine?whether training is planned and systematically administered or reactive and unfocused
- 34Name 3 resources that have their use by a company influenced by strategyPhysical
Financial
Human Capital - 35True or False: Strategy has little impact on trainingFALSE!! Strategy impacts training.
- 36Complete the sentence: Strategy has a strong influence on determining the amount of...training devoted to current or future job skills
- 37Complete the sentence: Strategy influences the extent to which training is customised for the needs of...an employee, team, unit, or division
- 38What influences the determination of whether training is restricted to specific groups of employees or open to all?Strategy
- 39What does a 'Mission' say?the company's reason for existing
- 40What is a 'Vision'?the picture of the future that the company wants to achieve.
- 41What are company 'Values'?what the company stands for
- 42Give an example of a company 'Value'Fuji Xerox Australia’s strategy and values around Sustainability
- 43What are the three main components of business strategy?- Mission
- Values
- Goals - 44What are the main (4) steps in the strategic training and development process?1. Business Strategy
2. Strategic Training and Development Initiatives
3. Training and Development Activities
4. Metrics that show the value of training - 45Name 3-4 Strategic Training and Development Initiatives- Diversify the learning portfolio
- Improve customer service
- Accelerate the pace of employee learning
- Capture and share knowledge - 46Name 3-4 Training and Development Activities- Use wed-based training
- Make development planning mandatory
- develop web sites for knowledge sharing
- Increase amount of customer service training - 47Name 3-4 Metrics that show value of training- Learning
- Performance improvement
- Reduced customer complaints
- Reduced turnover
- Employee Satisfaction - 48WPolitical
Economic
Social
Technological
Legal
Environment
(Aspects for developing strategy) - 49What must the company consider when developing a strategy?Competition
- 50When developing a strategy, a company must analyse, what?It's operating environment - identify opportunities and threats
AS WELL AS
Internal analysis of the company's Strengths and Weaknesses
SWOT - 51In terms of SWOT, define each element: Strengths Weaknesses Opportunities ThreatsStrengths: attributes of the organization that are helpful to achieving the objective.
Weaknesses: attributes of the organization that are harmful to achieving the objective.
Opportunities: external conditions that are helpful to achieving the objective.
Threats: external conditions that are harmful to achieving the objective - 52What are some organisational factors impacting strategy?> Organisational structure – high integration
> business conditions – rapid growth
> global presence – cross-cultural KSAs
> manager’s roles – need for high-performance
> team based roles implemented – virtual teams
> employees attitudes/awareness changing – seek learning opportunities
> work roles are changing – more complex,
greater participation in decision making - 53Name the 5 models of organising the training departmentFunctional Model
Customer Model
Matrix Model
Corporate University Model
Embedded Model - 54Training must contribute to...achieving goals for competitive advantage and high performance
- 55Name 3 things that influence the training functionwork roles,
organisational factors,
role of training - 56What are the implications on training that arise from different strategies?different strategies create different training needs and models for organising training departments
- 57True or False: Implementing strategy can be problematic and may not achieve expected resultsTRUE
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