Communication

A talent development professional has been working with the senior managers of an organization to develop some new initiatives. The managers want to communicate these initiatives to the rest of the organization. What should the managers first do in communicating this information to the employees?

• Formulate detailed ideas.

• Anticipate all possible questions.

• Personalize all points of disagreement.

• Make a list of all items to communicate.

A talent development professional wants to convince the management of an organization of the benefits of presenting an e-learning storyboard while working with stakeholders who are not familiar with the recent developments in e-learning. The talent development professional discusses the benefits in a meeting with management and then meets with all members individually to convince them of the advantages of the approach and to answer their queries. Which principle of informing and influencing the audience is the best fit in this scenario?

• Communicating acceptance

• Being a short-term strategist

• Remaining neutral and objective

• Bringing others to your side

A talent development professional developed a strategy for enhancing the performance of the employees in an organization to help prepare them to transition to new roles. The execution of the strategy failed, and the professional faced a lot of criticism. What is the most effective strategy that the talent development professional should adopt to defuse the anger among the employees?

• Ask relevant questions to disgruntled employees.

• Point out the effectiveness of similar strategies in other organizations.

• Point out the effort that was put into designing the strategy.

• Focus on the individual rather than the complaint.

A training session is held for all the talent development professionals in an organization to familiarize them with the methods and techniques to be followed for defusing anger. The trainer lists some important steps to develop a strategy for dealing with angry individuals. Which statement is the trainer most likely to conclude with?

• Use summative reflection to reach an agreement.

• Focus on the individual rather than the complaint to get as many facts as possible.

• Use passive listening skills rather than engaging in active listening.

• Personalize the anger to avoid digressing from the matter.

A new talent development professional has to provide feedback to trainees. The talent development professional prepares a detailed report, outlining the progress made, areas of development, and course correction needed for the trainees. The report includes the professional’s opinion about the trainees’ performance and discusses specific issues and behaviors. It provides ideas and information rather than giving advice. The report avoids discussing the individual. What did the talent development professional do wrong when preparing the report?

• Giving information instead of advice

• Providing opinions, not facts

• Avoiding discussion the individual

• Discussing specific issues and behaviors

At the request of the senior management of an organization, a talent development professional creates a talent succession plan that defines the goals and capabilities required for career advancement in the organization. The plan identifies the prerequisites for a role and the training programs needed to develop the skills and capabilities for the role. The talent development professional also includes a diversity and inclusion strategy to promote balanced hiring in the organization. The report is thorough and detailed, and all aspects of the content are researched and referenced. However, senior management felt the report had unnecessary information. How should the talent development professional edit the report based on this feedback?

• The talent development professional should organize the information differently in the report.

• The talent development professional should leave out the strategy for balanced hiring, as that was not the goal.

• The talent development professional should provide more training options to develop capabilities for higher roles.

• The talent development professional should start the report with a call for action.

A talent development professional is writing an email to inform an employee that, as a high performer, the employee has been nominated for a leadership training as part of the company's succession planning strategy. What information should the talent development professional include at the beginning of this email message?

• The email message should begin by congratulating the employee for being selected for the training program as an acknowledgment of the employee’s outstanding performance.

• The email message should start with information about the training and ask the employee to sign up for the training within a specified date.

• The email message should start with details about the training program, why the training was developed, and when it will be conducted.

• The email message should start with a note on the various incentives that the company has in place to motivate employees.