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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 diagnostic model that identifies the performance problem cause - based on cause driving solution

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2. Three drawbacks of classroom training
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Pedagogy
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)

3. The type of question - often starting with 'what if ...' - that is used to get learners to thinking freely
The selection of measurement points which can have a large impact on the research's ability to be generalized
Hypothetical
Walk towards a participant as they speak
Skill variety - task identity - task significance - autonomy - feedback

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

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5. Four elements of an effective oral presentation
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Opener - bridge - main body - and close
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.

6. Three criteria for formative evaluation
Convergers - divergers - assimilators - and accommodators
Cause Analysis
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Understandable - accurate - functional

7. Three conditions that warrant multi-rater feedback
The world is created in conversation
Robert Mager
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

8. The steps of a needs analysis
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Sorting - tabulating - and comparing raw to summarized data
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

9. The kinds of objectives that support the final behavioral outcomes by breaking them down into more manageable chunks
Electronic performance support system (EPSS)
Enabling objectives
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence
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

10. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Numbers or variables used to classify a system
Organization - process - and job/performer.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

11. Single-loop learning
Economic - social - political and legislative - workforce - technological - and competitive.
Focused on learning and using new necessary skills through incremental change
Identify organizational values - development mission - develop vision - develop value statements
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

12. BCR
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Hypothetical
To aid in career planning

13. The method where instruction is provided in a self-directed format that is available at all times - even with a facilitator is not online
Knowledge - skills
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
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Asynchronous

14. The HPI tool that uses the 80/20 rule
The extent to which an instrument predicts future results
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Pareto analysis
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

15. LMS
Benjamin Bloom
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Audience - Behavior - Condition - and Degree

16. Types of Level 2 instruments
Objectivity - confidentiality
Simulations
Functional context
Written tests - oral Q&A - performance tests - role plays

17. Systems thinking
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Pareto analysis
A group of people who share a common interest - and are willing to share the experiences of their common interest.

18. Four things a coach does
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Data that has been given context
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence

19. The purposes of training evaluation

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20. The method used to identify the efficiency and effectiveness of employees
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Performance audit
Threat - problem - solution - habit

21. Types of synthesis models
Written tests - oral Q&A - performance tests - role plays
Asynchronous
Two-aix matrixes - flowcharts - dichotomy - graphic models
The world is created in conversation

22. Community of practice
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Return-on-investment ( (Benefits - Costs) / Costs) * 100
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Determine business impact - improve the design of the learning experience - determine the content's adequacy

23. The use of electronic technologies to deliver information and facilitate the development of skills
Reaction
Learning technologies
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Documentation audit - information system survey - identification of external information sources

24. The way of learning that stresses experience and reflection - and uses an inductive learning process that takes a learner through five stages: experiencing - publishing - processing - generalizing - and applying
Experiential learning
Constraints analysis
Presentation software
A description or design specification for how information should be treated and organized.

25. Four activites to consider when closing a presentation
Learner-centered - content-centered
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Knowledge - skills - desire - environment - and opportunity
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.

26. The three competency elements that constitute most jobs
Control groups - management estimates - extant data - external studies
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Managerial/administrative - supervisory - functional
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.

27. The philosophy of teaching focusing on the instructor rather than the participant - and is generally used to in reference to teaching children
Pedagogy
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Rehersal
External and environmental influences

28. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
External and environmental influences
Subject-matter expert
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Job analysis

29. Five technologies that can be used to connect clients to coaches
Benjamin Bloom
Structures - patterns - events
Phone - VoIP - online meetings - email - specialized software
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

30. Four ways to create a learning climate based on Knowles' work
Solution Selection
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.

31. Content validity

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32. Extant
Passive - active - empathetic - listening for knowledge - listening for clarification
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Data from archival records - existing records - report - and data

33. The framework developed by Patricia Cross to describe some differences between adult and child learners
Review strategies - measure performance - take correction action
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Characteristics of adults as learners (CAL) conceptual framework

34. The tasks involved in the evaluation phase of strategic development
Understandable - accurate - functional
Review strategies - measure performance - take correction action
Driving forces - restraining forces - current state - desired state
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

35. Data
Solution Implementation
Raw and non-contextual - and can exist in forms usable or not
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Formative evaluation

36. The two primary tools for the visual display of quantitative data
Solution Implementation
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Chat rooms are essentially synchronous (real-time) message boards.
Charts - graphs

37. The guidelines Carl Rogers describes as critical elements to remember in adult learning situations
Learning
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
Evaluation
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.

38. Confidence interval
The expected range of a measurement
Economic - social - political and legislative - workforce - technological - and competitive.
Control groups - management estimates - extant data - external studies
Disengagement - disidentification - disorientation - and disenchantment.

39. The learning domain that focuses on the skills and knowledge relating to an activity such as changing a car's oil
Cognitive
The multiple dependent variables in a study with multiple independent variables
Solution Implementation
Cause Analysis

40. The fifth component of the ASTD HPI model
Data that has been given context
Measures of quantity or numbers
Ishikawa - fishbone
Solution Implementation

41. Mean
Seels and Glasgow instructional systems design model
Growth - exploratory - establishment - maintenance - decline
The sum of the numbers divided by the total number of values
Facilitation is used to involve participants - and to help them learn from one another.

42. Levels of listening
Passive - active - empathetic - listening for knowledge - listening for clarification
Constraints analysis
Results
The selection of measurement points which can have a large impact on the research's ability to be generalized

43. Five stages of Tuckman's team-maturing model
Form - storm - norm - perform - and adjourn.
Action plans - interviews - questionnaires - focus groups - performance contracts
Ginzberg's theory
Visual - Auditory - and Kinestethic

44. Discrete
Learner-centered - content-centered
A variable in whole number or distinct units (opposed to continuous)
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Learning style

45. The purpose of workforce planning
Driving forces - restraining forces - current state - desired state
To improve performance by systematically developing human expertise through organizational development and training
Functional context
Harless' front-end analysis model

46. Describe a message board
Interview - survey/questionnaire - observation - focus group - work diary/work log
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
A collection of code containing instructions for a computer to perform a specific action

47. The processes performance management is primarily concerned with
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Growth - exploratory - establishment - maintenance - decline
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Perform a front-end analysis

48. The ability of the same measurement to produce consistent results over time
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Reliability
Questions that check for understanding or test for consensus

49. Types of Level 3 instruments
A variable in whole number or distinct units (opposed to continuous)
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
The expected range of a measurement
Action plans - interviews - questionnaires - focus groups - performance contracts

50. The theory that matches individual needs to instructional experiences
Evaluation
Opportunity-centered
Determining needs - defining scope and budget - creating and sending the RFP - evaluating proposals and selecting vendors - notifying the vendor and negotiating the contract - implementing the project - monitoring the project - completing and evaluat
A variable that can have one of two possible values.