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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. Three conditions that warrant multi-rater feedback
Opener - bridge - main body - and close
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
- measure - analyze - improve - control
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

2. The measure that is defined by mean - median - and mode
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Kurt Lewin's forcefield analysis
Proxemics
Central tendency

3. The three building blocks of knowledge management
Data - Information - Knowledge
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
Polling questions
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role

4. The five criteria to measure performance after coaching
Speed - quantity - quality/accuracy - thoroughness - timeliness
Form - storm - norm - perform - and adjourn.
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
Balanced scorecard

5. Five conflict responses
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
When the cause of the problem is a lack of knowledge or skills
Competing - accommodating - avoiding - collaborating - and compromising.
Questions that check for understanding or test for consensus

6. LMS
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Results
Asynchronous

7. Three criteria for formative evaluation
Understandable - accurate - functional
Cost-effectiveness - accessibility and application - learner access - and self-direction
Culture - vision - strategy - and structure
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.

8. Open questions
Surveys
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Questions that stimulate discussion
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

9. scripting
The sum of the numbers divided by the total number of values
A collection of code containing instructions for a computer to perform a specific action
Raw and non-contextual - and can exist in forms usable or not
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

10. An evaluation of an evaluation
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
The outcome that depends on the independent variable and covariates
Meta-evaluation
The explicit and systematic management of intellectual capital and organizational knowledge for the purpose of improving organizations and the people in the organizations; as well as - associated processes like creating - gathering - organizing - ret

11. Standard deviation
External and environmental influences
Disengagement - disidentification - disorientation - and disenchantment.
A measure of the variability of scores from the mean
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments

12. Three drawbacks of classroom training
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Economic - social - political and legislative - workforce - technological - and competitive.
Sequence

13. Dependent
Dictatorship - anarchy - democracy
Bloom's taxonomy - six sigma - Kepner-Tregoe
Cognitivism
The outcome that depends on the independent variable and covariates

14. The three foundations of action learning

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15. The topics of the A-B-C-D training development process
The multiple dependent variables in a study with multiple independent variables
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Audience - behavior - condition - and degree

16. The four Cs of change
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Create a vision - communicate the plan - connect the people - congratulate success
Constraints analysis
Slides

17. The seven characteristics of good dialog
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Central tendency
Learning technologies
Perform a front-end analysis

18. BCR
Scaling and integrity
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Chat rooms are essentially synchronous (real-time) message boards.
Relevance - inquiry - freedom - connectedness - reception - empowerment - play

19. Describe noise - in communication theory
Business Analysis
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Something that disrupts the flow of information between source and receiver
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression

20. Describe a chat room
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
Chat rooms are essentially synchronous (real-time) message boards.
Personal space
Psychomotor skills

21. Two types of personality inventory instruments
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Pedagogy

22. The theory that describes how intelligences reflect how people prefer to process information
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
An HTML tag identifying the context of the contents on a website or knowledge base.
Walk towards a participant as they speak
Multiple intelligences theory

23. CBT
Surveys
Chat rooms are essentially synchronous (real-time) message boards.
DMAIC methodology - IPO model - flowcharting - evaluation models
Computer-based training. Any learning event that uses computers as the primary distributions method.

24. A method used to evaluation organizational effectiveness beyond financial measures
Two-aix matrixes - flowcharts - dichotomy - graphic models
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Preparation
Balanced scorecard

25. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Identify organizational values - development mission - develop vision - develop value statements
- measure - analyze - improve - control
Create a vision - communicate the plan - connect the people - congratulate success
Navigation

26. Examples of courseware
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Rote skills - and prerequisite material
Questions that check for understanding or test for consensus
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.

27. Quantitative
Reaction
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Measures of quantity or numbers
Adult learning theories - instructional design techniques

28. The two criteria that learners must demonstrate before leaving performance-based training (PBT)
Knowledge - skills
To improve performance by systematically developing human expertise through organizational development and training
Culture - vision - strategy - and structure
Observe body language

29. The requirements of the ADA
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Computer-based training. Any learning event that uses computers as the primary distributions method.
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Structure

30. The method used to identify the efficiency and effectiveness of employees
Skill variety - task identity - task significance - autonomy - feedback
Performance audit
Solution Implementation
The multiple dependent variables in a study with multiple independent variables

31. The core belief of appreciative inquiry theory
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Organization - process - and job/performer.
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
The world is created in conversation

32. Four steps to prepare for training delivery
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Electronic performance support system (EPSS)
Slides

33. Five approaches to facilitate inclusion
Knowledge - skills
Awareness - modeling - targeted interventions - desensitization - training
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Job analysis

34. Software that automates the administration of training
Objectivity - confidentiality
Cost-effectiveness - accessibility and application - learner access - and self-direction
Learning Management System (LMS)
Questionnaires - follow-up interviews - observation checklists

35. When a WLP professional - prior to a learning session - plans seating arrangement - arranges refreshments - determines goals and expectations for the class - what are they attempting to affect
External and environmental influences
Create a vision - communicate the plan - connect the people - congratulate success
An HTML tag identifying the context of the contents on a website or knowledge base.
Performance records - direct observation - supervisor checklists

36. Three learner preferences as defined by the VAK model
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Visual - Auditory - and Kinestethic

37. The steps of a needs analysis
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

38. Level 4 evaluation
Experiencing - publishing - processing - generalizing - and applying
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Initiating - planning - executing - controlling - closing
Behavior

39. Types of synthesis models
Action plans - interviews - questionnaires - focus groups - performance contracts
Two-aix matrixes - flowcharts - dichotomy - graphic models
Theatre style
Slides

40. The method a trainer can use to encourage a participant to continue speaking
Self-contained chunk of instructional material
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Interviews
Walk towards a participant as they speak

41. The HPI tool used to collect current performance - learner analysis - and business needs
Central tendency
Cognitivism
The selection of measurement points which can have a large impact on the research's ability to be generalized
Interviews

42. Mode
The extent to which an instrument predicts future results
Scaling and integrity
Return-on-investment ( (Benefits - Costs) / Costs) * 100
The most frequently occurring value

43. The type of question - often starting with 'what if ...' - that is used to get learners to thinking freely
Something that disrupts the flow of information between source and receiver
Hypothetical
Personal space
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence

44. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
The extent to which an instrument represents the program's content
Image oriented - interactive - immediate - and intimate.
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Organization - process - and job/performer.

45. Exercises that include a form of real-life situation that allows participants to practice is called
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Focused on fundamental changes to thinking patterns and behaviors
Feedback
Simulations

46. Five ways to use storytelling
The most frequently occurring value
Performance records - direct observation - supervisor checklists
A measure of the variability of scores from the mean
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.

47. 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
Two-aix matrixes - flowcharts - dichotomy - graphic models
Documentation audit - information system survey - identification of external information sources
Seels and Glasgow instructional systems design model
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials

48. The six interactive and interdependent components of an action learning program
Current organization climate - available resources
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Asynchronous
Low frequency - high complexity - high consequence of error - high probability of change in the future

49. Contrast synchronous to asynchronous e-learning
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Dictatorship - anarchy - democracy
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.

50. EPSS
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Agreeing with the client when another response would be better - being judgmental or too rigid - progressing at the wrong pace (too fast/too slow) for the client
Performance Analysis