WGU C235 Training and Development OA ACTUAL EXAM STUDY GUIDE 2025/2026 COMPLETE QUESTIONS WITH CORRECT DETAILED ANSWERS || 100% GUARANTEED PASS <BRAND NEW VERSION>

WGU C235 Training and Development OA ACTUAL EXAM STUDY GUIDE 2025/2026 COMPLETE QUESTIONS WITH CORRECT DETAILED ANSWERS || 100% GUARANTEED PASS &lt;BRAND NEW VERSION&gt; 1. ADDIE Model - ANSWER A common framework for training and development where the five steps in the model are Assessment, Design, Development, Implementation, and Evaluation. 2. Buy or Build - ANSWER The decision organizations face relating to investments in selecting new employees versus investments in training and development of current human resources. 3. Competitive Advantage - ANSWER The ability to provide a product or service to a paying customer in a way that cannot be easily matched by a competitor. 4. Development - ANSWER Training that is longer-term in focus, designed to help employees prepare for future jobs. 5. E-learning - ANSWER The use of electronic technologies to deliver information and facilitate the development of skills and knowledge. 6. Human Capital - ANSWER The knowledge, competency, and motivation that resides in the human resources of an organization. 7. Human Resource Management - ANSWER The entire set of activities used by an organization to align its human capital with organizational objectives and strategies. 8. Intangible Resources - ANSWER As opposed to resources (such as plant and equipment), these resources are difficult to quantify and to copy. Examples include tacit knowledge of employees, informal networking systems, intellectual property, and certain organizational capabilities such as a short product development cycle time. 9. Learning - ANSWER A relatively permanent change in knowledge, skills, attitudes, or social behavior resulting from practice or experience. 10. Learning Organization - ANSWER An organization that is capable of adapting quickly to a changing environment by learning at three levels: individual, team, and organizational. 11. Orientation - ANSWER Typically the first training program a new employee encounters, designed to clarify expectations, policies, the business model, organization culture, and so forth. Longer versions of this are known as "on-boarding." 12. Resource-based View - ANSWER A view that envisions organizations as bundles of resources, such as people, capital, plant, and equipment. 13. Training - ANSWER Learning that is planned by the organization and designed so as to further organizational objectives. 14. Organization - ANSWER A social unit of people structured and managed to meet a need or pursue collective goals 15. Human Resource Management - ANSWER Entire set of activities used by an organization to align its human capital with organizational objectives and strategies 16. Examples of Intangible Resources - ANSWER Human Capital Social Capital Intellectual Capital Organizational Capability 17. Human Capital - ANSWER Tacit knowledge Education and experience Work-related know-how 18. Social Capital - ANSWER Corporate Culture Management philosophy Coaching/mentoring relationships Informal networking systems 19. Intellectual Capital - ANSWER Patents and trade secrets Copyrights Intellectual property 20. Organizational Capability - ANSWER Bring new products to market quickly Absorb and integrate other cultures in a merger Identify customer needs and respond directly to them Continuously improve production processes to drive down costs 21. How is training and development strategically important in an organization? - ANSWER By creating value for customers through training Increase shareholder returns by investing in training and development Creating a competitive advantage through human capital 22. Differentiate between Training and Development - ANSWER Training: Learning that is planned by the organization and designed so as to further organizational objectives Development: Training that is longer-term in focus, designed to help employees prepare for future jobs 23. What is an intangible asset on which a company can build a sustainable competitive advantage by providing training regarding tacit knowledge in an effort to differentiate itself in a strategic way? - ANSWER Human Capital 24. Orientation - ANSWER The first common training that new hires go. New employees are exposed to the expectations the organization has for them, key policies and procedures relevant to them, the basic business model under which the organization operates in order to be successful, the variety and types of co-workers present on the job, and other aspects of organizational life. 25. What are the 3 types of transfer? - ANSWER Positive, Negative, Zero 26. Positive transfer - ANSWER Indicates that learning in training results in better performance back on the job. Includes Near and Far transfer 27. Near transfer - ANSWER Type of Positive transfer - A trainee's ability to apply the learnings from training in contexts that are identical or quite similar to that of the training environment. Vestibule training. Happens when the program teaches specific concepts and procedures 28. Far transfer - ANSWER Type of Positive transfer - Trainee's ability to apply learned knowledge and skills to a work environment that may be quite different from the training environment. Happens when the program teaches general concepts and broad principles 29. Negative transfer - ANSWER Indicates that learning in training results in poorer performance back on the job. 30. Zero transfer - ANSWER Indicates learning in training has no effect on performance back on the job. 31. What indicates transfer of training? - ANSWER Trainees apply what they learned in training 32. Trainee characteristics - ANSWER Traits, ability, and motivation 33. Self-regulation - ANSWER Goal setting Self-monitoring Self-reward Self-punishment 34. What can a trainer do to help employees successfully transfer training when the employees are dealing with obstacles such as time pressures, lack of supervisory support or inadequate resources? - ANSWER Teach the employees self-regulation skills during the training program 35. Opportunity for practice consists of what 3 dimensions? - ANSWER (1) Breadth - how many of the trained skills trainees get used on the job (2) Activity level - the number of repetitions trainees get back on the job (3) Task type - the level of challenge represented in the application of learning on the job 36. What are the benefits of evaluating training programs? - ANSWER It allows the organization to determine whether transfer occurred and was a result of the training 37. Levels of criteria in training evaluation - ANSWER Reaction Learning Behavior Results 38. Reaction evaluation - ANSWER Did trainees like the training? What did the participants think and feel about the training program? Anonymous questionnaire used to access reactions at the end of the program. Feedback about trainer effectiveness, materials, course design 39. Learning evaluation - ANSWER To what extent have the trainees learned the concepts they were taught? Paper and pencil tests can be used to access knowledge acquisition, or role play and work samples. The original training behavioral objectives help to determine the most appropriate choice for learning measurement. 40. Results evaluation - ANSWER Estimating the ROI gained from the training. Assess the benefits from the training program for the time and resources committed to the effort. To what extent have critical organizational improvements resulted from training in areas such as productivity, quality, profitability, morale, absenteeism, and turn over? This is the most most important criteria but also the most difficult to measure. 41. Which benefit does an organization get from using reaction feedback for evaluating its training program? - ANSWER Identifying ways to make the training more enjoyable for participants 42. Which experimental design includes single-group pretest-postest? - ANSWER Pre-experimental design 43. What is a training evaluation with a quasi-experimental design? - ANSWER Time series 44. Which design should evaluation follow in order to establish cause and effect relationships between the training and any observed outcomes? - ANSWER The most rigorous experimental design possible 45. What is communicating development preferences to a manger an example of? - ANSWER Career planning 46. Career management - ANSWER Blanket term used to describe all efforts at planning, implementing and monitoring employee career paths within an organization. Need to identify future organizational staffing needs. 47. Models/Stages of career development - ANSWER Preparation for work (ages 0-25) Organizational entry (ages 18-25) Early career (ages 25-40) Mid career (ages 40-55) Late career (ages 55-retirement) 48. What is key element of the Organizational entry stage? - ANSWER Employee - Selecting an appropriate offer. Organization - Having an effective orientation and on-boarding program for new employees 49. What is a key element of the Early career stage? - ANSWER Action skills and competencies are developed. Learn the job as well as organizational rules, norms, and culture. Learning to balance personal identities with the development of close and trusting relationships and subjugating own ego identities to something bigger than themselves. 50. What is a key element of the Mid career stage? - ANSWER The cocooning phase. Common to reappraise early career plans, reaffirm or modify career dreams, and continue developing capabilities. Experience a variety of physiological, attitudinal, occupational, and family changes and develop a broader view of work and the organization. 51. What is a key element of the Late career stage? - ANSWER Important to remain productive in work. Possible shifts to consulting happen, as well as preparing for retirement. Shift from power role to one of consultation, guidance, and wisdom. 52. What is a major task of the organizational entry stage of career development? - ANSWER Selecting an appropriate offer 53. In which career stage can employees participate in a program that provides an opportunity to discuss career transition options? - ANSWER Mid career 54. Issues faced by those about to retire - ANSWER Self-managing Territoriality Need to belong 55. What is an important role of human resources during the new hire process? - ANSWER Highlighting key policies and procedures 56. Performance Management Cycle - ANSWER A cycle of activity that involves defining goals for employees, observing performances, and providing feedback, and then conducting a formal performance review. 57. What are the 3 steps of the performance management cycle? - ANSWER Define/establish goals and clarify expectations Provide feedback and coaching/development Evaluate performance and conduct performance reviews (leads to administering organizational awards - promotion, merit increase) 58. What are the organizational benefits of effective performance management? - ANSWER Lower turnover Higher productivity of employees Improved business results 59. What are the individual benefits of effective performance management? - ANSWER Understand organizational expectations Management can do a better job with promotions 60. Which step in the performance management cycle involves clarifying the goals of the job and the expectations of the manager? - ANSWER Definition 61. Performance - ANSWER Behavior or results of behaviors that have been evaluated in an organization 62. What affects motivation? - ANSWER Self-efficacy Feedback Attitudes and values 63. Promotion and wage are both sub-goals of which step in the performance management cycle? - ANSWER Evaluation 64. Which category is reached when an evaluator rates an employee as achieving the highest level of learning? - ANSWER Evaluation 65. What is the role of human resources in the performance management process? - ANSWER To administer organizational rewards 66. Targets evaluations are aimed at - ANSWER Product Process Person 67. 2 types of performance measures - ANSWER Objective Subjective 68. Return on Investment (ROI) - ANSWER ROI = Net Profit / Expense Net Profit = Profit - Expense 69. An organization is considering a new workforce training program that is estimated to increase the average employee's productivity by 20%. In a group of 10 employees, each employee produces $45,000 in revenue. The training program costs $300,000. What is the organization's ROI? - ANSWER 30% 70. What is one outcome of performance evaluations? - ANSWER Lower employee turnover 71. What is a beneficial result of management decisions that are informed by a performance management system? - ANSWER Better promotions 72. Ranking performance appraisal - ANSWER List employees from best to worst 73. Forced distribution performance appraisal - ANSWER A ranking approach where the rater is forced to divide candidates into predetermined categories (top 10% receive excellent, bottom 20% receive unsatisfactory). Classify employees into group (bell curve). Overcomes leniency errors 74. Trait-rating performance appraisal - ANSWER A rating approach where several dimensions of job performance are drawn from a job analysis and "anchored" only with numbers or adjectives (above average, needs improvement, etc.) 75. Behaviorally anchored rating scales - ANSWER A rating approach where several dimensions of job performance are drawn from a job analysis and "anchored" at each of several points with statements of behavior reflecting the level of performance. Focuses on observable actions of the employees rather than subjective competencies and work-outcomes. 76. 360 Degree performance appraisal - ANSWER Receiving feedback from all those affected by the work of a particular individual, including customers, suppliers, bosses, subordinates, and peers. Provides various perspectives of job performance. Addresses one obstacle to an effective performance appraisal by collecting feedback from those impacted by the work of the employee 77. a copyright holder has the right to authorize other to _______ the work public - ANSWER reproduce, distribute and display 78. which of the following is a reason training and development has become critical - ANSWER changing demographics advances in technology globalization 79. According to the stages of HR competency, developing credibility and reputation are both part of what state? - ANSWER Applying 80. Which of the following is the responsibility of line management and not the human resources department? - ANSWER provides feedback on the effectiveness of formal training efforts 81. true or false: training is best done when it links training and learning goals to overall organization goals and strategies - ANSWER true 82. What is the goals of the needs assessment? - ANSWER 1. determine whether training need exists 2. where in the organization this need exists 3. exactly what the nature of the training need is 83. KSAs - ANSWER knowledge, skills, and abilities 84. What are the three levels of needs assessment - ANSWER organizational, task, and person 85. Implies an investigation of system-wide components of an organization - ANSWER organization analysis 86. results in a detailed statement of the conditions under which a task is performed - ANSWER task analysis 87. What is the focus of person analysis? - ANSWER how well an employee demonstrates the KSAOs required for job performance 88. a learning objective should be a/an ______ objective - ANSWER behavior 89. True of False: practice is best done all together at a single time instead of spread out over a period of time - ANSWER false; practice is generally most effective if distributed over a period of time rather than "massed" at a single time