Development And Retention

Front 1

Standard process to determine needs for training and developing training, evaluating outcomes is known as ______

Back 1

ADDIE model

Front 2

When should you use a case study?

Back 2

When trainees need to apply knowledge on the job right away.

Front 3

When should you use a presentation?

Back 3

Large groups or different locations

Front 4

When should you use reading as instruction method?

Back 4

When self reflection is needed to process information.

Front 5

When should you use role playing?

Back 5

When trainees need to practice info or skills to learn it quickly.

Front 6

When should you use exercises for training?

Back 6

When practice is needed to fully develop new skills/learning.

Front 7

When should you use group discussion when training?

Back 7

To have an exchange of experience and information sharing with other trainees.

Front 8

When is demonstration effective during training?

Back 8

When new info or skills are being presented.

Front 9

Learning curves: Increasing returns

Back 9

Learning something new. Starts slow but takes off once basics are mastered.

Front 10

Learning curves: decreasing returns

Back 10

Rapid learning in the beginning then slows down. Once learning is achieved learning stops.

Front 11

Learning curve: S shaped

Back 11

Increasing and decreasing return curves. Starts off difficult but then takes off and slows down again when new info is presented.

Front 12

Learning curve: Plateau curve

Back 12

Quick beginning then flattens. Assumption is that w/ coaching/support person's learning can ramp up again .

Front 13

Synchronous Learning

Back 13

When students interact in real time.

Front 14

Asynchronous Learning

Back 14

Trainees access info at different times and possibly different places.

Front 15

On the job training (definition & disadvantage)

Back 15

Provided to existing employees at job site or desk. Utilizes actual performance of the task/skill. Disadvantage: potential safety issues, distracting.

Front 16

Who regulates apprenticeships

Back 16

Bureau of apprenticeships and training BAT. Not exempt from minimum wage and overtime rules.

Front 17

Job Rotation

Back 17

Shifting of an employee between different jobs. Provides flexibility for staffing and enrichment for employee. Proven to increase engagement at work.

Front 18

Gig assignment/workers

Back 18

Popular in tech jobs. Assigned to different project teams and rotates.

Front 19

Cross Training

Back 19

Trained to do more than one job. Unions don't favor this.

Front 20

What is the most widely known model for training program evaluation?

Back 20

Kirkpatricks four levels. Focuses on evaluating effectiveness of training.

Front 21

What level would pre- and post-testing fall into in Kirkpatrick's model?

Back 21

Level 2. This level measures how well trainees learned facts, concepts, ideas, behaviors.

Front 22

After action reviews measures what?

Back 22

Behavior. (Level 3 of Kirkpatrick's model) difficult to determine whether behavior change is related solely to training.

Front 23

Name a few ways changes in behavior can be evaluated.

Back 23

Performance tests, critical incidents, 360 feedback, observations, performance appraisal.

Front 24

What is a performance test?

Back 24

Contains actual samples of training material. Measures changes desired for work environment.

Front 25

Critical Incidents

Back 25

Record of both positive and negative incidents scored to measure trainings outcomes. Ex: manager observes salesperson and notes which behaviors were effective and least effective.

Front 26

360- degree feedback

Back 26

Zeros in on specific behavior trainee would benefit from changing and, over time measures how well they changed. Trainees, peers, customers etc give feedback regarding perceptions. *Popular in mgmt

Front 27

Observations

Back 27

Behavior observed pre and post training.

Front 28

Simulations

Back 28

How well the trainer performs simulation can be measurement of training's effectiveness.

Front 29

Succession planning

Back 29

Systematically identifies assesses, and develops talent as key component for business success. Prepares high potential employees for future opportunities.

Front 30

Gap analysis

Back 30

Difference between where you are and where you want to be.

Front 31

Career pathing

Back 31

Employee charts course within their organization for career path and development

Front 32

Dual ladder Careers

Back 32

Mostly associated with technical,medical, engineering, scientific occupations. Not necessarily interested in mgmt. Parallel occupational track that recognizes and rewards different skill sets.

Front 33

Career counseling

Back 33

HR's role is to help employee sort through options and use resources available to them.

Front 34

Name 3 purposes for performance appraisals

Back 34

Provide coaching/feedback. Justify rewards and career opportunities. Help with employee career planning and development.

Front 35

The most common performance appraisal involves which two people?

Back 35

Employee and direct supervisor.

Front 36

In some appraisals peers, other levels of management and colleagues are involved. This is called _____

Back 36

360-degree feedback appraisal

Front 37

MBO management by objectives

Back 37

Balance between employee's objectives and organizations. Determine joint objectives and provide feedback on results.

Front 38

The least complex performance appraisal method is _____

Back 38

Category rating

Front 39

Forced choice category rating

Back 39

Evaluator must check 2 out of 4 statements. "Most like" and "least like" usually combination of positive and negative statements.

Front 40

What is the most common type of category rating?

Back 40

Graphic Scale

Front 41

Graphic Scale

Back 41

Appraiser checks place on scale. Usually 5 point scale. 1 = not meeting expectations 5=exceeding expectations. Usually has comments section.

Front 42

Checklist Category Rating

Back 42

Evaluator provided with list of statements. Must fill in best word. Ex: employee consistently______ deadlines. Misses or makes

Front 43

Comparative Methods (PAM)

Back 43

Employee performance is compared to others in same job group. Creates a bell curve. Fault= suggesting that percentage of employees will fall below expectations.

Front 44

Ranking method (PAM)

Back 44

Evaluator lists all employees in same job from highest to lowest. Flaw: output is not described. Bias potential

Front 45

Paired comparison (PAM)

Back 45

Each employee is compared to another using same scale of performance. Limits: time consuming

Front 46

Name 3 most common types of narrative evaluations

Back 46

Essay format, critical Incidents, field review

Front 47

Essay format (narrative evaluation)

Back 47

Evaluator writes short essay. Limits:time consuming. Hard to get MGMT to comply quickly.

Front 48

Critical incidents (narrative evaluation)

Back 48

Noting dates and details of good and not so good performance incidents. Appraiser has to keep detailed notes on regular basis. Can't rely solely on recent performance

Front 49

Field Review

Back 49

Directly involves HR. Interview supervisor and take notes on their direct reports. After info is gathered HR does comparison ranking.

Front 50

Behaviorally Anchored Rating Scale (BARS)

Back 50

Describes desirable behavior and undesirable. Examples are compared w/ scale of performance levels for rating.

Front 51

Advantage and disadvantage of BARS

Back 51

Extensive time to create and lots of maintenance. Need unique BARS for each job. Offers more accurate gauge of performance measurement, clearer standards, more consistency. Best suited for when many employees are performing same job.

Front 52

Name 3 other names for Management by Objectives (MBO)

Back 52

Appraisal results, performance objective setting, mutual goal setting.

Front 53

Name 4 foundation attributes of MBO

Back 53

Strategic plan, high level of commitment from employees, clearly defined objectives, measurable performance objectives.

Front 54

SMART goal setting stand for

Back 54

Specific, measurable, attainable, realistic, Timed

Front 55

Performance improvement plan PIP

Back 55

De facto document that makes it clear what the employee is to correct and by when. Consequences are also included.

Front 56

After completing an 8 module computer based training course, trainees are asked about what they learned. What evaluation method is this?

Back 56

Reaction

Hint 56

Kirkpatrickethod

Front 57

Forced distribution PAM

Back 57

Evaluator ranks employees creating a bell curve.

Front 58

You have to rate employees on a scale of 1-5 with 1 being unsatisfactory/not meet expectations and 5 being above and beyond expectations. What kind of PAM is this?

Back 58

Graphic rating scale

Front 59

T or F in-house universities are credentialed universities with academic accredited degrees.

Back 59

False

Front 60

Kirkpatrick's Model 4 levels

Back 60