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. Four barriers to communication during training delivery
Language - speech - environmental - and psychological
Pareto analysis
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives


2. Open questions
Central tendency
Documentation audit - information system survey - identification of external information sources
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Questions that stimulate discussion


3. Single-loop learning
Validity
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Focused on learning and using new necessary skills through incremental change
A description or design specification for how information should be treated and organized.


4. Four activites to consider when closing a presentation
Rote skills
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Interview - survey/questionnaire - observation - focus group - work diary/work log
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors


5. The three foundations of action learning

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6. Five mistakes managers can make to negatively impact employee motivation
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Behavior
Numbers or variables used to classify a system
Numbers or variables used to rank order a system


7. Four characteristics of highly motivated clients
Job aids - and EPSS
Enabling objectives
Interview - survey/questionnaire - observation - focus group - work diary/work log
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented


8. Five conflict responses
Competing - accommodating - avoiding - collaborating - and compromising.
Pareto analysis
Documentation audit - information system survey - identification of external information sources
Learning style


9. Four ways to create a learning climate based on Knowles' work
Social contexting - contexting - authority - and concept of time
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Audience - behavior - condition - and degree
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.


10. The model (a pyramid) from bottom to top is: physiology - safety - belongingness - esteem - and self-actualization

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11. ROI
Facilitators establish the initial mood or climate of the class experience - and clarify the purpose of individuals as well as the general purposes of the group
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Purpose and character of use (commercial or nonprofit educational use) - nature of the copyrighted work - amount of the work used in relationship to the whole of the work - effect on the market potential for or value of the copyrighted work
Return-on-investment ( (Benefits - Costs) / Costs) * 100


12. Two theories of motivation for coaching

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13. Contrast mentoring to coaching
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Data - Information - Knowledge
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles


14. Four characteristics of tasks that are well-suited for job aids
Low frequency - high complexity - high consequence of error - high probability of change in the future
Silence
Numbers or variables used to rank order a system
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.


15. The five elements of learner engagement
Structure
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Entertainment - interaction - control - usability - and customization
Technical competence - people skills - conceptual skills - results - taste - judgment - character


16. The purposes of training evaluation

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17. The system that uses knowledge - skills - and attitudes (KSAs) to describe three types of learning

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18. Four stages of transition through M&As
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Cause Analysis
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Disengagement - disidentification - disorientation - and disenchantment.


19. Three pitfalls of coaching
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
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Structure
Solution Selection


20. The collection of strategies for quickly producing instructional packages
Rapid instructional design (RID)
Facilitators establish the initial mood or climate of the class experience - and clarify the purpose of individuals as well as the general purposes of the group
Data that has been given context
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn


21. Two influences of great effect on employee motivation
Audience - Behavior - Condition - and Degree
Management - performance
Low frequency - high complexity - high consequence of error - high probability of change in the future
Accelerated Learning


22. Knowledge Mapping
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Cross-functional - cross-country/international
Information - feedback


23. Independent
Opener - bridge - main body - and close
A variable the influences the dependent variable
A collection of code containing instructions for a computer to perform a specific action
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.


24. List seven principles of adult learning
A variable the influences the dependent variable
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Slides
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.


25. Continuous
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Experiential learning


26. List six external factors that may affect an organization
Objectivity - confidentiality
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Economic - social - political and legislative - workforce - technological - and competitive.


27. 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.
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Solution Selection
Semantic differential


28. 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
Awareness - modeling - targeted interventions - desensitization - training
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
External and environmental influences


29. Closed questions
Information that combined with understanding enables understanding
Questions that check for understanding or test for consensus
Preparation
The multiple dependent variables in a study with multiple independent variables


30. Nominal data
Disengagement - disidentification - disorientation - and disenchantment.
Passive - active - empathetic - listening for knowledge - listening for clarification
Growth - exploratory - establishment - maintenance - decline
Numbers or variables used to classify a system


31. Types of formative evaluation
Pilot tests - technical reviews - production reviews
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
An unknown or uncontrolled variable that produces an effect


32. Two types of coaching situations that primarily differ on the degree of confidentiality and sensitivity
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
External coaching - internal coaching
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
To improve performance by systematically developing human expertise through organizational development and training


33. Types of Level 5 instruments
Understandable - accurate - functional
Control groups - management estimates - extant data - external studies
Organization - process - and job/performer.
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)


34. learning object
The whole is more than the sum of the parts - patterns are everywhere in the system - cause and effect is never simple - history does and does not repeat itself - change come from chaos - the future can and cannot be predicted
Personal space
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Self-contained chunk of instructional material


35. Two characteristics of distance learning
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Facilitation is used to involve participants - and to help them learn from one another.
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.


36. List David Kolk's four learning styles
Rote skills
Convergers - divergers - assimilators - and accommodators
Preparation
Behavior


37. The reliability test where one test is split into two shorter ones - by randomly assigning test items to one half or the other
Split-half
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Cost-effectiveness - accessibility and application - learner access - and self-direction
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives


38. The difference between an icebreaker and an opening exercise
Performance audit
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.


39. The six founding principles of systems thinking
No right or final answers - cause and effect not related to space and time - all solutions require careful consideration - behavior gets worse before it gets better - all systems have limits - foresight benefits the organization
Awareness - modeling - targeted interventions - desensitization - training
Return-on-investment ( (Benefits - Costs) / Costs) * 100
Learning technologies


40. A computer application that is linked directly to another application to train or guide workers through a task
Observe body language
Electronic performance support system (EPSS)
Subject-matter expert
Create a vision - communicate the plan - connect the people - congratulate success


41. The learning domain that focuses on the skills and knowledge relating to an activity such as changing a car's oil
Objectivity - confidentiality
Skill variety - task identity - task significance - autonomy - feedback
Cognitive
Learning


42. Data
Raw and non-contextual - and can exist in forms usable or not
Create a vision - communicate the plan - connect the people - congratulate success
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Structure and processes - resources - information - knowledge and skills - motives - and wellness.


43. Three advantages of interviews as a data gathering technique
Meta-evaluation
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Reliability
Job aids - and EPSS


44. Things feedback to a learner that answered a question should do
A variable the influences the dependent variable
Terminal objectives
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Opportunity-centered


45. The method a trainer can use to encourage a participant to continue speaking
Howard Gardner
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Walk towards a participant as they speak
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.


46. Two guiding principles of displaying quantative data in charts and graphs
Pareto analysis
Scaling and integrity
Rehersal
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs


47. Sampling

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48. Four variables that effect how members of a culture think and express themselves
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Structure
Visual - Auditory - and Kinestethic
Social contexting - contexting - authority - and concept of time


49. The tasks involved in the development phase of strategic development
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Reliability
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Walk towards a participant as they speak


50. The two mechanisms the chaos and complexity theory focus on
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Walk towards a participant as they speak
Cognitivism
Information - feedback