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Certified Professional In Learning And Performance Cplp

Instructions:

Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can study here.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.

1. The tasks involved in the implementation phase of strategic development
Electronic performance support system (EPSS)
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Experiential learning
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

2. Three basic management styles
In statistics - it means probably true
Dictatorship - anarchy - democracy
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

3. The theory that describes how intelligences reflect how people prefer to process information
Multiple intelligences theory
Information that combined with understanding enables understanding
Raw and non-contextual - and can exist in forms usable or not
A measure of the variability of scores from the mean

4. Content validity

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5. The purpose of workforce planning
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Organization - process - and job/performer.
To improve performance by systematically developing human expertise through organizational development and training
The multiple dependent variables in a study with multiple independent variables

6. Community of practice
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Dictatorship - anarchy - democracy
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Information that combined with understanding enables understanding

7. The linear scale use to rate statements and attitudes
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Likert scale
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

8. The instructional design model is based on the assumptions that design happens in a context of project management that establishes roles - tasks - timelines - budgets - checkpoints - and supervisory procedures
Seels and Glasgow instructional systems design model
Proxemics
Awareness - modeling - targeted interventions - desensitization - training
Room size or number of participants is too large - when trainer wants to be more formal - when trainer has illegible handwriting - when the trainer presents the same program regularly.

9. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Results
Navigation

10. What is an SME
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
A variable in whole number or distinct units (opposed to continuous)
Subject-matter expert
Room size or number of participants is too large - when trainer wants to be more formal - when trainer has illegible handwriting - when the trainer presents the same program regularly.

11. The theory that matches individual needs to instructional experiences
An unknown or uncontrolled variable that produces an effect
Opportunity-centered
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
The extent to which an instrument predicts future results

12. The HPI tool that can gather both qualitative and quantitative data
Organization - process - and job/performer.
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Maslow's hierarchy - McGregor's Theory X and Y of management
Surveys

13. The four areas measured during a training needs assessment
Documentation audit - information system survey - identification of external information sources
Pareto analysis
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Business needs - performance needs - learning needs - and learner needs

14. Quantitative
Measures of quantity or numbers
Questionnaires - follow-up interviews - observation checklists
Cost-effectiveness - accessibility and application - learner access - and self-direction
Social contexting - contexting - authority - and concept of time

15. Level 2 evaluation
A measure of the variability of scores from the mean
Learning
Pedagogy
Sorting - tabulating - and comparing raw to summarized data

16. The two management practices similar to complexity theory
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Reaction
Learning organizations - systems thinking
An HTML tag identifying the context of the contents on a website or knowledge base.

17. The method a trainer can use to encourage a participant to continue speaking
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Threat - problem - solution - habit
Walk towards a participant as they speak
Proxemics

18. The seating arrangement is the least conducive to stimulating group discussion
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Theatre style
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Experiential learning

19. The elements of the 4-D cycle
Ginzberg's theory
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Rehersal
Discovery - Dream - Design - and Destiny

20. List six categories of HPI solutions
Personal space
Written tests - oral Q&A - performance tests - role plays
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
An effective - structured way that captures people's learning from an experience.

21. Five ways to use storytelling
Performance Analysis
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
External coaching - internal coaching
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.

22. Two theories of motivation for coaching

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23. The HPI tool used to collect current performance - learner analysis - and business needs
Cost-effectiveness - accessibility and application - learner access - and self-direction
Two-aix matrixes - flowcharts - dichotomy - graphic models
Interviews
Economic - social - political and legislative - workforce - technological - and competitive.

24. Four cases when a trainer should not use a chart pack
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Room size or number of participants is too large - when trainer wants to be more formal - when trainer has illegible handwriting - when the trainer presents the same program regularly.
Language - speech - environmental - and psychological

25. The phases of strategic development
Social contexting - contexting - authority - and concept of time
Balanced scorecard
Formulation - Development - Implementation - Evaluation
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

26. Explicit knowledge
Adult learning theories - instructional design techniques
Managerial/administrative - supervisory - functional
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Performance records - direct observation - supervisor checklists

27. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
Behavorism
The outcome that depends on the independent variable and covariates
Groupthink
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression

28. Four tasks typically done in the job analysis
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Silence
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Focused on learning and using new necessary skills through incremental change

29. The three fundamental principles of HPI
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Form - storm - norm - perform - and adjourn.
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented

30. The five principles of andragogy
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Opener - bridge - main body - and close
Terminal objectives

31. Types of formative evaluation
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Business Analysis
Pilot tests - technical reviews - production reviews

32. Three drawbacks of classroom training
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Measures of quantity or numbers

33. The third component of the ASTD HPI model
Cause Analysis
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Discovery - Dream - Design - and Destiny
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments

34. The technique that should account for 50% of the preparation for a presentation
Rehersal
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Competing - accommodating - avoiding - collaborating - and compromising.
Lack of knowledge or skills - lack of physical resources - process problems - lack of information - lack of leadership - lack of information on consequences - lack of motivation - inadequate feedback - inadequate incentives - performer's lack of capa

35. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Awareness - modeling - targeted interventions - desensitization - training
Split-half

36. Standard deviation
Navigation
A measure of the variability of scores from the mean
A description or design specification for how information should be treated and organized.
Documentation audit - information system survey - identification of external information sources

37. What is the best thing to do first when a client wants a designer to develop a training to improve declining business process
Current organization climate - available resources
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Performance records - direct observation - supervisor checklists
Perform a front-end analysis

38. learning object
Self-contained chunk of instructional material
An unknown or uncontrolled variable that produces an effect
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Focused on learning and using new necessary skills through incremental change

39. The kinds of objectives that support the final behavioral outcomes by breaking them down into more manageable chunks
Something that disrupts the flow of information between source and receiver
Lack of knowledge or skills - lack of physical resources - process problems - lack of information - lack of leadership - lack of information on consequences - lack of motivation - inadequate feedback - inadequate incentives - performer's lack of capa
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Enabling objectives

40. The fourth component of the ASTD HPI model
Visual - Auditory - and Kinestethic
Solution Selection
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Terminal objectives

41. Software that automates the administration of training
Solution Selection
Learning style
Kurt Lewin's forcefield analysis
Learning Management System (LMS)

42. Levels of listening
The mid-point of the distribution - 50% of the values are above/below this value
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Passive - active - empathetic - listening for knowledge - listening for clarification
Speed - quantity - quality/accuracy - thoroughness - timeliness

43. Independent
Interview - survey/questionnaire - observation - focus group - work diary/work log
A variable the influences the dependent variable
Behavorism
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data

44. The processes performance management is primarily concerned with
Central tendency
Reality - feasibility - authority - and learning opportunities
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
To aid in career planning

45. Four characteristics of highly motivated clients
Threat - problem - solution - habit
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Behavorism
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented

46. The three foundations of action learning

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47. The five characteristics of every job that influence employee motivation
Performance audit
Hypothetical
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Skill variety - task identity - task significance - autonomy - feedback

48. Three process principles of strategic management development that are likely to remain constant across organizations
Job analysis
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
The extent to which an instrument predicts future results
Results

49. EPSS
Reliability
Learning organizations - systems thinking
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Socratic questioning

50. Malcolm Knowles' work tipped the instructional systems design scale. The two ends of that scale
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Learner-centered - content-centered