Talent Management
Exam Answer Key
Course Introduction
Talent Management explores the strategies and best practices organizations use to attract, develop, motivate, and retain high-performing employees. The course examines the entire talent lifecycle, including workforce planning, recruitment, onboarding, performance management, training and development, succession planning, and employee engagement. Students will analyze how effective talent management contributes to organizational success, fosters a positive workplace culture, and drives competitive advantage. Through case studies, real-world examples, and hands-on projects, the course emphasizes the integration of talent management practices with business goals in today's dynamic global environment.
Recommended Textbook
Managing Performance through Training and Developmen 8th Edition by Alan M Saks
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14 Chapters
944 Verified Questions
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Chapter 1: The Training and Development Process
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Sample Questions
Q1) What would be a way to ensure that post-secondary students have the skills required by organizations when they graduate to help close the skills gap?
A) training and development
B) performance management
C) work-integrated learning
D) on-the-job training
Answer: C
Q2) Which of the following are two extrinsic benefits training will give an employee?
A) an improved marketability and greater job security
B) a greater sense of self-efficacy and a sense of accomplishment
C) a more positive attitude toward their employer and their own confidence
D) a greater sense of engagement toward customers and fellow employees
Answer: A
Q3) Human capital refers to the knowledge, skills, and abilities of an organization's employees.
A)True
B)False
Answer: True
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Chapter 2: Learning and Motivation
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Sample Questions
Q1) Why is the concept of informal learning receiving so much attention from managers?
A) because of the need to reduce expenditures in training and development
B) because of the speed of change and demographic realities
C) because of the level of attention the topic of informal learning has received from academics and management gurus
D) because it requires fewer resources and management attention
Answer: B
Q2) The conditioning process includes three distinct yet connected concepts. Under which concept would a trainer reward each step as the trainee masters it in completing a complex task?
A) shaping
B) generalization
C) chaining and generalization
D) shaping and chaining
Answer: A
Q3) When a behaviour has been learned it can be thought of as a skill.
A)True
B)False
Answer: True
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Page 4
Chapter 3: The Needs Analysis Process
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Sample Questions
Q1) At Company ABC, the lack of which of the following elements is an example of a structural barrier to effective performance?
A) appropriate performance measurements
B) supportive reward systems
C) clarity around roles and responsibilities
D) tools and equipment to do their jobs
Answer: C
Q2) Self-assessment is best used when there is no time or resources to conduct a needs analysis.
A)True
B)False
Answer: False
Q3) Which two factors from the external environment might affect an organization's need for training and its employees' receptivity to being trained?
A) trade agreements and new technologies
B) competitors and corporate strategy
C) recessions and employment equity
D) demographics and organizational culture
Answer: A
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Page 5
Chapter 4: Training Design
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Sample Questions
Q1) What conclusions can you draw from research presented in the textbook on error-management training?
A) it is effective for performance during training but not for post-training performance
B) it is more effective for tasks that require routine expertise
C) it is more effective for the performance of tasks that require adaptive expertise
D) trainers should avoid using error-management training
Q2) A well-written training objective should contain some kind of observable action with a measurable criterion indicating to the trainee and trainer the conditions of performance.
A)True
B)False
Q3) According to the textbook, training content should be anchored on which of the following?
A) the employee who is to perform the desired behaviour
B) the needs and objectives of the training
C) the standard that will evaluate the behaviour
D) the time when the new content will be needed
Q4) Define and briefly describe the term active practice.
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Chapter 5: Off The Job Training Methods
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Sample Questions
Q1) Some evidence suggests a "mixed modelling strategy" in program design is in fact more effective for behavioural generalization versus simply showing the trainee the correct behaviour.
A)True
B)False
Q2) The lecture method is the most widely used instructional method. Which of the following is an ideal match for choosing the lecture method?
A) learning outcomes are centred around changing behaviour
B) learning outcomes are centred around changing attitudes
C) trainees want a passive learning experience and cost considerations are important D) trainees have different levels of knowledge
Q3) Identify and briefly explain the four general principles of learning that the behaviour modelling training is based upon.
Q4) If a new trainer was told to include instructional Media as part of a training program, what would you tell her about instructional Media and what to use it for?
Q5) Outline and briefly describe the advantages and disadvantages of using games as a training method.
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Chapter 6: On The Job Training Methods
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Sample Questions
Q1) Which of the following would NOT be considered an advantage of apprenticeship programs from the perspective of a construction company?
A) a viable recruitment strategy, particularly in tight labour markets
B) a way to reduce labour costs
C) positive impact on labour productivity
D) enhancement to the company's reputation
Q2) In which phase of job instruction training does the trainer support the trainees by using techniques that enhance the trainees' self-efficacy?
A) needs analysis phase
B) follow-up phase
C) preparation phase
D) performance phase
Q3) Mentoring is primarily used as a stand-alone method of on-the-job training.
A)True
B)False
Q4) What are the advantages and disadvantages of off-the-job and on-the-job training methods?
Q5) Identify and briefly describe some of the problems associated with on-the-job training.
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Chapter 7: Technology-Based Training Methods
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Sample Questions
Q1) Computer-based training offers organizations and trainees several advantages. Which of the following is NOT viewed as an advantage of computer-based training?
A) it is standardized and consistent
B) it reduces training costs when there are large number of trainees
C) it links training to job performance
D) its effectiveness of training design
Q2) From the perspective of proper instructional design principles, discuss factors that need to be considered when designing technology-based training programs.
Q3) Adaptive learning tailors and adjusts training content and material to the specific needs of trainees.
A)True
B)False
Q4) You have a friend who has told you that he is going to take lots of courses through the use of MOOCs. What is your friend talking about?
A) online courses that are free and have open enrollments
B) online courses that are part of a degree program
C) courses that can be taken online or live in a classroom
D) online courses that are inexpensive but only for qualified students
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Page 9
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Chapter 8: Training Delivery
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Sample Questions
Q1) Which of the following is NOT a factor in establishing a positive learning climate?
A) having trainees complete a short exam to gauge their knowledge at the start of the training session
B) providing trainees with pre-training reading materials
C) having the trainer welcome trainees personally
D) having the trainer provide a brief overview of his/her experience relating to the training topic
Q2) Which of the following is information that is NOT included in a training plan?
A) how much the training will cost the organization
B) which individuals in an organization need to be trained
C) the type of training that is required
D) the method by which training will be delivered
Q3) When deciding on a desired seating arrangement, trainers should consider two critical variables: the training objectives and the level of trainee involvement during the training session.
A)True
B)False
Q4) What is a trainability test? How is it useful for training employees?
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Chapter 9: Transfer of Training
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Sample Questions
Q1) If a training program includes different models that model different situations, what training design element has been included?
A) identical elements
B) stimulus variability
C) general principles
D) debriefs
Q2) Valence refers to trainee beliefs about the desirability of outcomes obtained from training.
A)True
B)False
Q3) a) List at least six barriers to transfer of training.?b) Identify potential strategies organizations can use to mitigate the six barriers you have identified. You may use an example.?a)
Q4) Baldwin and Ford's model of "transfer of training process" has three main factors including training inputs, training outputs, and organizations.
A)True
B)False
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11
Chapter 10: Training Evaluation
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Sample Questions
Q1) What is the Internal Referencing Strategy (IRS) and how does it work? Be clear about how it is used to evaluate a training program.
Q2) Describe the two types of barriers to training evaluation and provide examples of each type of barrier.
Q3) Utility reaction measures demonstrate some relationship to higher-level outcomes. A)True
B)False
Q4) You are putting together a short report addressing why many training programs are poorly evaluated by organizations beyond Kirkpatrick's "level one." Which of the following is NOT likely to be in your report?
A) most training managers have been trained on how to properly evaluate programs and senior management often request it
B) management does not request training evaluation and does not provide funding for it
C) trainers and human resource departments (HR) may not be interested in the results, as outcomes may reflect poorly on the HR department
D) lack of time for training evaluation
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Chapter 11: Training Costs and Benefits
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Sample Questions
Q1) What is the net benefit of a training program if the benefits are $500,000 and the costs are $700,000?
A) -$200,000
B) $200,000
C) -$1,200,000
D) $1,200,000
Q2) If ROI is 2.0, what does this mean for a training program's utility calculation?
A) that $2 was spent on the program, which should provide a negative $2 in utility
B) that there is a return of $1 for every $2 in utility
C) that $1 was spent on the program for every $2 received as net utility
D) that there is a positive utility result
Q3) When making estimates of training benefits, it is recommended that human resource departments use both internal and external experts.
A)True
B)False
Q4) Explain the differences between cost-effectiveness evaluation and cost-benefit evaluation.
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Chapter 12: Training Programs
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Sample Questions
Q1) Which of the following statements relating to essential skills is congruent with material presented in the textbook?
A) Canadian companies lose approximately $180 billion annually in business opportunities as a result of poor essential skills in the Canadian workforce
B) Canadian companies must first provide trainees with essential skills training before they can reap benefits associated with other training programs and initiatives
C) Canadian companies that invest in essential skills training tend to have higher productivity and higher rates of absenteeism
D) Canada on average does better than its main trading partners in having employees with strong essential skills
Q2) Which of the following is NOT typical content in orientation training programs?
A) health and safety
B) cross-functional training
C) HR policies and procedures
D) terms and conditions of employment
Q3) Explain the differences between technical skills training and information technology training and provide an example of each.
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Chapter 13: Management and Leadership Development
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Sample Questions
Q1) Organizations today have come to believe that the exercise of leadership is a function of all management.
A)True
B)False
Q2) Based on material presented by the authors of this textbook, the lines between leaders and managers are becoming more difficult to separate.
A)True
B)False
Q3) John has experience managing marketing functions in a particular company. As part of his management development, he is asked to take on roles with similar levels of responsibility in other functional areas of the company. What management development approach is John's company using?
A) job rotation
B) job enlargement
C) job enrichment
D) job broadening
Q4) Explain the role coaching plays in management development and describe the five conditions in the "management pipeline" that are the focus of the coaching effort.
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Page 15
Chapter 14: The Evolution and Future of Training and Development
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Sample Questions
Q1) Which of the following HR functions would you NOT classify as strategic in nature?
A) managing and leading organizational change
B) designing and delivering training initiatives
C) managing organizational knowledge-sharing initiatives
D) designing organizational succession-planning initiatives
Q2) TELUS's philosophical change in training approach resulted in a complete review of training methodologies and an increase in the number of external service providers. The rationale for increasing the number of providers was centred on the need to have a much more focused approach to training content.
A)True
B)False
Q3) The Institute for Performance and Learning has developed a set of competencies for learning professionals that is based on the Association for Talent Development competency model.
A)True
B)False
Q4) Describe the evolution of learning in organizations and the meaning of Learning 2.0.
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