Professional Development Flashcards
7 cards from real CHRP practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 7 Professional Development flashcards as text
Which type of learning is characterized by employees acquiring skills through on-the-job experience without formal instruction?
Answer: Informal learning
Informal learning occurs through experience, observation, and practice on the job rather than structured programs.
A 70-20-10 learning model suggests that what percentage of development comes from formal training?
Answer: 10%
The 70-20-10 model holds that 10% of development comes from formal coursework, 20% from social learning, and 70% from on-the-job experience.
Which assessment method uses feedback from supervisors, peers, direct reports, and self-ratings to evaluate an employee's competencies?
Answer: 360-degree feedback
360-degree feedback gathers input from multiple rater groups surrounding the employee to provide a comprehensive development picture.
What is the primary goal of a leadership pipeline model in professional development?
Answer: Identifying and preparing high-potential employees for future leadership roles
A leadership pipeline systematically develops talent at each organizational level so successors are ready when leadership positions open.
When designing a mentoring program, which pairing approach is generally most effective?
Answer: Pairing employees with a senior leader from a different department
Cross-departmental mentoring avoids reporting-relationship conflicts and broadens the mentee's organizational perspective.
Which kirkpatrick evaluation level measures whether participants actually apply learning back on the job?
Answer: Level 3 – Behavior
Kirkpatrick's Level 3 (Behavior) assesses transfer of learning by observing changes in on-the-job performance after training.
An individual development plan (IDP) is most effective when it is created by:
Answer: The employee in partnership with their manager
IDPs co-created by the employee and manager generate higher commitment because both parties share ownership of the development goals.