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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. Level 1 evaluation
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Likert scale
Reaction
Learning style

2. The method used to identify the efficiency and effectiveness of employees
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Performance audit
Likert scale

3. Five conflict responses
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
The sum of the numbers divided by the total number of values
Social contexting - contexting - authority - and concept of time

4. RFP
Audience - behavior - condition - and degree
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
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Entertainment - interaction - control - usability - and customization

5. Two circumstances where e-learning is particularly useful
Rote skills - and prerequisite material
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
External and environmental influences
Cognitive

6. Mean
An effective - structured way that captures people's learning from an experience.
A collection of code containing instructions for a computer to perform a specific action
The sum of the numbers divided by the total number of values
To improve performance by systematically developing human expertise through organizational development and training

7. Two characteristics of distance learning
Terminal objectives
Separation of place - time - or both among learners - instructors - and learning resources; Interactions are conducted through one or mode media.
Robert Mager
Enabling objectives

8. List seven principles of adult learning
Solution Implementation
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Cross-functional - cross-country/international

9. Predictive validity
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Communication - client motivation - self-management - technical skills
The extent to which an instrument predicts future results
Questions that check for understanding or test for consensus

10. Four ways to create a learning climate based on Knowles' work
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Job analysis
Focused on learning and using new necessary skills through incremental change
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.

11. The steps of a needs analysis
Action plans - interviews - questionnaires - focus groups - performance contracts
Form - storm - norm - perform - and adjourn.
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Competing - accommodating - avoiding - collaborating - and compromising.

12. 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
Information - feedback
Information that combined with understanding enables understanding
Seels and Glasgow instructional systems design model
Ginzberg's theory

13. The three parts of the problem-solving model
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Two-aix matrixes - flowcharts - dichotomy - graphic models
Documentation audit - information system survey - identification of external information sources

14. The two criteria that learners must demonstrate before leaving performance-based training (PBT)
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Performance audit
Knowledge - skills

15. The theory that matches individual needs to instructional experiences
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Opportunity-centered
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives

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

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17. Four characteristics of highly motivated clients
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
An unknown or uncontrolled variable that produces an effect
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
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

18. What is the primary reason for 360-degree feedback
Maslow's hierarchy
Structures - patterns - events
To aid in career planning
Written tests - oral Q&A - performance tests - role plays

19. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Accelerated Learning
Navigation
Focused on learning and using new necessary skills through incremental change
Written tests - oral Q&A - performance tests - role plays

20. Three learner preferences as defined by the VAK model
Learning style
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Visual - Auditory - and Kinestethic
Mentoring is longer term - and mentors do not have responsibility for participants improvement.

21. The components of the action learning formula
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Rote skills
Visual - Auditory - and Kinestethic
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

22. Three basic management styles
Job analysis
Dictatorship - anarchy - democracy
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Chat rooms are essentially synchronous (real-time) message boards.

23. Describe noise - in communication theory
Something that disrupts the flow of information between source and receiver
Evaluation
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Form - storm - norm - perform - and adjourn.

24. Five ways to use storytelling
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Enabling objectives
Audience - behavior - condition - and degree

25. Five job analysis methods
Silence
External and environmental influences
Discovery - Dream - Design - and Destiny
Interview - survey/questionnaire - observation - focus group - work diary/work log

26. The tasks involved in the implementation phase of strategic development
Brainstorming - case studies - and role plays
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Computer-based training. Any learning event that uses computers as the primary distributions method.

27. Process Map
Characteristics of adults as learners (CAL) conceptual framework
Learning style
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
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.

28. The learning domain that focuses on the skills and knowledge relating to an activity such as changing a car's oil
Analytical - amiable - drivers - expressive
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
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Cognitive

29. The five factors that affect human performance
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Bloom's Taxonomy
Knowledge - skills - desire - environment - and opportunity

30. Levels of listening
Passive - active - empathetic - listening for knowledge - listening for clarification
Sequence
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Cause Analysis

31. The theory that describes a person starting at age 18 - moving from career exploration to a series of events including educational specialization that leads to a career path and a final career commitment

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32. Four barriers to communication during training delivery
To systematically plan an organization's future
Language - speech - environmental - and psychological
Measures of quantity or numbers
Information that combined with understanding enables understanding

33. The purpose of an after-action review

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34. Two influences of great effect on employee motivation
Multiple intelligences theory
- measure - analyze - improve - control
Management - performance
Rehersal

35. Single-loop learning
An HTML tag identifying the context of the contents on a website or knowledge base.
Focused on learning and using new necessary skills through incremental change
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
An unknown or uncontrolled variable that produces an effect

36. The purposes of training evaluation

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37. Discrete
Accelerated Learning
Management - performance
Results
A variable in whole number or distinct units (opposed to continuous)

38. The two management practices similar to complexity theory
Learning organizations - systems thinking
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Psychomotor skills
A variable in whole number or distinct units (opposed to continuous)

39. 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
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Visual - Auditory - and Kinestethic
External and environmental influences

40. Two types of job rotations
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
To improve performance by systematically developing human expertise through organizational development and training
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
Cross-functional - cross-country/international

41. The seventh component of the ASTD HPI model
Performance audit
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Change Management
Electronic performance support system (EPSS)

42. List six external factors that may affect an organization
Personal space
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Economic - social - political and legislative - workforce - technological - and competitive.
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach

43. The seven characteristics of good dialog
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Control groups - management estimates - extant data - external studies
Opportunity-centered
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications

44. What is an SME
Form - storm - norm - perform - and adjourn.
Control groups - management estimates - extant data - external studies
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.
Subject-matter expert

45. The seating arrangement is the least conducive to stimulating group discussion
Theatre style
The outcome that depends on the independent variable and covariates
Phone - VoIP - online meetings - email - specialized software
Structure

46. PERT
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Threat - problem - solution - habit
Meta-evaluation
Program Evaluation Review Technique. A diagramming technique that enables project managers to estimate a range of task durations by estimating optomistic - pessimistic - and likely durations for each task.

47. The seven basic self-governing behaviors
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Inputs - outputs - process controls - and resources.
An unknown or uncontrolled variable that produces an effect

48. Types of formative evaluation
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Pilot tests - technical reviews - production reviews
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
Personal space

49. 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
Growth - exploratory - establishment - maintenance - decline
Interviews
Seels and Glasgow instructional systems design model

50. The four characteristics of online communication
A measure of the variability of scores from the mean
A group of people who share a common interest - and are willing to share the experiences of their common interest.
Image oriented - interactive - immediate - and intimate.
The outcome that depends on the independent variable and covariates