Question 1

Everything learned during training programs is transferred and utilized on the job.

Accepted Answer

While training programs are designed to teach new skills and knowledge to employees, there is no guarantee that everything learned will be effectively transferred and utilized on the job. Factors such as job task complexity, workplace culture, and personal motivation can all impact the effectiveness of training programs.

Question 2

On-the-job experiences are used most commonly by organizations to develop executives.Briefly discuss three methods of providing on-the-job experiences.

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Question 3

Explain three of the basic principles of learning and how they facilitate training and learning.

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Question 4

Briefly describe the three different types of analysis that can enable managers to systematically approach needs assessment.

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Question 5

The City of Moncton,with a workforce of over 600 employees,determined that Grade 12 was a minimum requirement.However,many of its employees had been hired prior to that requirement and,through a needs assessment,the City determined that there needed to be upgrading for many of its employees.The City discovered that writing,basic math,reading,and computer skills were needed at a level higher than some of its employees had.To bridge the gap,specialized literacy training programs were developed.
What are some of the benefits for the City of Moncton to invest in basic literacy training?

Accepted Answer

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Question 6

Most Canadian organizations do not assess whether behaviour on the job changes as a result of training.

Accepted Answer

According to a survey conducted by the Conference Board of Canada, most Canadian organizations do not assess whether behaviour on the job changes as a result of training.

Question 7

Describe two basic conditions that must be present if a career development program is to be successful.

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Question 8

Briefly describe the four phases of the systems approach to training and development.

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Question 9

The managers and executives who coach,advise and encourage employees of lesser rank are called evaluators.

Accepted Answer

The managers and executives who coach, advise, and encourage employees of lesser rank are called mentors or coaches, not evaluators. Evaluators are typically responsible for assessing performance or providing feedback on specific goals or projects.

Question 10

List the four questions that can be asked when conducting a needs assessment?

Accepted Answer

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Question 11

There is an increased pressure on Canadian training managers to show that their programs produce bottom-line results.

Accepted Answer

The statement clearly mentions that there is an increased pressure on Canadian training managers to demonstrate that their programs produce bottom-line results, indicating that the statement is true.

Question 12

Vecima Networks,a small electronics manufacturer in Victoria,B.C. ,identified that the real issue for its training focus was on the employees who actually work the assembly lines.Since many of the people on the assembly lines had dropped out of school,more than technical training was required.Employees stated that they didn't understand the engineers' instructions even when written in very basic language.Many of the workers in the lower skilled jobs could not read the safety signs.To improve the situation,Vecima partnered with a not-for-profit community literacy organization to design and deliver literacy workshops for many of their employees at a cost of $50,000.
What are some of the benefits for Vecima Networks to invest in basic literacy training?

Accepted Answer

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Question 13

The practice of establishing formal programs that assign an executive to employees who are supposed to be coached,advised and encouraged to acquire skills in order to prepare them for upward movement is known as mentoring.

Accepted Answer

The statement accurately describes the practice of mentoring, which involves a formal program that assigns an executive to guide and prepare employees for advancement.

Question 14

A good mentorship is a reciprocal relationship with both the mentee and the mentor learning from each other.

Accepted Answer

A good mentorship involves mutual learning and growth, as both the mentor and the mentee bring their skills, knowledge, and perspectives to the relationship. Effective mentoring is not just about one person imparting knowledge to another; it's about creating an environment of collaboration, trust, and open communication where both parties can benefit and grow together.

Question 15

Today,some organizations offer extensive career development programs for specialized groups such as women,dual-career couples,and minorities.

Accepted Answer

Many organizations recognize the importance of promoting diversity and inclusion in the workplace, and one way they do this is by offering career development programs specifically tailored to underrepresented groups such as women, dual-career couples, and minorities. These programs may provide mentoring, networking, skill-building, and other resources to help participants advance their careers and overcome barriers to success.

Question 16

Positive reactions to the training experience are no guarantee that the training has been successful.

Accepted Answer

Positive reactions can indicate satisfaction, but they do not necessarily measure the effectiveness of the training or whether the newly learned skills are being applied. Additional evaluation measures, such as performance improvements or behavior changes, should also be considered to determine the success of the training.

Question 17

The principal criteria for determining promotions are seniority and merit.

Accepted Answer

Seniority and merit are often considered when determining promotions. Seniority refers to the length of time an employee has been with the company, while merit refers to an employee's performance or abilities. Both factors are commonly used in promotion decisions.

Question 18

CONEXUS is the largest credit union in Saskatchewan with assets of $1.1 billion.Its training and development budget for its 465 employees is 6% of payroll.Three percent is spent on university education,and the other 3% is spent on training.Its largest training program is one that develops financial service representatives.The training consists of several steps and each is evaluated.In-house and classroom-based modules teach content,such as computer literacy,cash duties,and introduction to CONEXUS's products and services,and progresses through to more advanced training,such as consumer lending practices,estates,and minimal mortgage lending.Each three- to five-day module is followed by a work period of three to 12 months,so that employees can apply their knowledge."Smile sheets" are completed by each participant at the end of the classroom training,exams are given after each module and the results are fed back to the employees and managers,employee performance reviews are conducted on the job-specific competencies learned during the training.After a number of the financial planning modules,performance is tracked by the number of call-outs to customers and the number of sales.
CONEXUS uses several measures to evaluate the effectiveness of its training.List the levels of evaluation used and what is being measured at each level.Are there other ways that CONEXUS could ensure that the training and development expenditures are worthwhile?

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Question 19

Describe how you would conduct a training needs assessment.

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Question 20

A promotion is the placement of an employee in another job for which the duties,responsibilities,status,and remuneration are approximately equal to those of the previous job.

Accepted Answer

A promotion typically involves taking on a higher-level job with greater responsibilities and higher status, as well as increased remuneration.

Quiz 5: Orientation, training, and Development