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ATD The Certified Professional in Talent Development Sample Questions (Q18-Q23):

NEW QUESTION # 18
A loan manager in a large bank accessed a direct report's personal bank account in the bank's system out of curiosity. This direct report became aware of the unauthorized account access and consulted the human resources (HR) department. The HR manager initiates an ethics investigation and also asks the talent development (TD) department to determine whether a training solution is needed. The TD professional assigned to this task has never before been involved in any compliance and ethics situation.
Step 2
The TD professional has confirmed that the company's policy states employees are not authorized to access other employees' financial records without executive approval. The TD professional has been asked by the HR manager to participate in a meeting with the HR, compliance, and legal departments related to this investigation.
Step 3
The investigation has been completed, and it was determined that this was a unique occurrence and that overall, company managers and employees are knowledgeable of rules and internal policies. The TD professional concludes that this was not a training issue and existing training is effective. The TD professional presents this conclusion and the supporting analysis to the legal, compliance, and HR departments. The legal and compliance departments agree with the TD professional's conclusion. However, the HR manager still believes this is a training issue.
How should the TD professional proceed?

A. Seek clarity on why the HR manager is recommending training.
B. Offer alternate solutions, such as coaching for the loan manager.
C. Schedule another meeting with the compliance, HR, and legal departments to revisit the training request.
D. Revise the current ethics and compliance training.
E. Create a training plan based on the HR manager's request.
F. Clarify for the HR manager how training and performance issues differ.

Answer: A,F

NEW QUESTION # 19
A TD professional at an online retail company is approached by one of the company's cloud services managers, who is concerned about the cloud services team's recent work performance. The manager states that the team members repeated the same mistakes from past teams. The TD professional performs a needs analysis and determines that the team members did not leverage information, best practices, and historical data recorded by past teams in the company's knowledge management system (KMS).
The TD professional determines that the team members are not motivated to use the KMS because they find it too time-consuming to access useful information.
The TD professional implements strategies to engage and motivate the cloud services team members in using the KMS. The TD professional now wants to enlist the cloud services managers to ensure continued use of the KMS by the team members.
What should the TD professional do?

A. Have managers sign a contract to ensure they will support the KMS effort to the fullest extent.
B. Recommend that manager bonuses be tied to usage statistics.
C. Create opportunities for managers to share best practices and brainstorm solutions to challenges.
D. Request that managers be provided with regular reports on KMS usage by their team members.
E. Provide all managers with a brief guide on follow-up techniques to use with their teams.
F. Encourage managers to recognize and reward team members who increase their KMS usage appropriately.
G. Suggest that the human resources team add a line to manager job descriptions stating their responsibility for creating a culture of knowledge sharing.

Answer: F

NEW QUESTION # 20
In the development of a knowledge management system (KMS), which is the best action for a talent development professional to take in order to avoid the pitfall of employees hoarding knowledge or being unwilling to share it?

A. Have members of senior leadership set the example by sharing their knowledge
B. Create a key performance indicator on knowledge sharing
C. Honor and acknowledge those who contribute to and use the KMS
D. Create a standard operating procedure that includes knowledge sharing

Answer: C

Explanation:
According toKnowledge Management Best Practicesin theATD Handbook, "Recognizing and rewarding contributions to a knowledge management systemencourages participation and reduces hoarding".
Formal incentives or acknowledgment drive sharing behavior.
Reference:ATD Handbook for Training and Talent Development (2022), Knowledge Management.

NEW QUESTION # 21
A talent development (TD) professional has been asked to analyze training effectiveness in relation to company finances. Specifically, management wants to know if the training will pay for itself in 18 months.
Which tool should the TD professional use?

A. Fixed costs to total labor ratio
B. Return on investment (ROI)
C. Break-even analysis
D. Price to earnings ratio

Answer: B

Explanation:
ROI MethodologyfromPhillips' Return on Investment in Training and Performance Improvement Programs (Certification Reading List) states: "ROI calculations show whether financial returns on a training initiative exceed its costs within a specific timeframe".
Break-even doesn't measure return; it measures cost recovery point.
Reference:Return on Investment in Training and Performance Improvement Programs, Phillips (2012).

NEW QUESTION # 22
When is microcoaching most helpful to the performer?

A. When the coach and the performer are clear about the performer's goals
B. When the coach requires the performer to use a new technology platform
C. When the coach and performer are in the initial stages of building trust
D. When the performer is unsure how to move forward with her/his goals

Answer: A

Explanation:
PerMicrocoaching Strategies(Certification Reading List:Coaching for Performance, Whitmore), microcoaching is most effectiveonce goals are clearly defined, allowing quick, targeted development feedback.
It's not meant for initial goal setting or discovery.
Reference:Coaching for Performance, John Whitmore.

NEW QUESTION # 23
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