Training and Development

Determines how workplace learning can be best used to help meet the company's business strategy.

• A Learning strategist

• B Business partner

• C Project manager

• D Professional specialist

Uses business and industry knowledge to create training that improves performance.

• A Learning strategist

• B Business partner

• C Project manager

• D Professional specialist

The balanced scorecard considers four different perspectives, except:

• Customer

• Internal

• External

• Financial

The following are the Strategic Training and Development Initiatives and Their Implications, except:

• Supportive work environment

• Diversify the learning portfolio

• Expand who is trained

• Measures of employee retention

Unions support training through joint union-management programs that help employees prepare for new roles.

• Extent of Unionization

• Human Resource Planning

• Collective Bargaining Agreement

• Training planning

The following are the other HRM Practices, except:

• staffing

• performance management

• Selection

• compensation and benefits

It is important to recognize that regardless of the current economic cycle, training has been shown to positively contribute to the company’s performance. 

• Economic Cycle

• Globalization

• Talent management

• New technology

Includes a clearly described goal and direction to the department, as well as a customer focus that includes customizing training to meet customer needs and continuously improving programs.

• Strategic Planning

• Strategic Direction

• Strategic Training

• Strategic Choice

Represents the strategy believed to be the best alternative to achieve the company goals.

• Strategic Planning

• Strategic Direction

• Strategic Training

• Strategic Choice

The following are the Roles of Employees and Managers, except:

• Setting a clear direction for learning (vision)

• Manage individual and team performance

• Develop employees and encourage continuous learning

• Plan and allocate resources