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ATD Exam CPTD Topic 3 Question 4 Discussion

Actual exam question for ATD's CPTD exam
Question #: 4
Topic #: 3
[All CPTD Questions]

[Organizational Capability]

A talent development (TD) professional has been asked to evaluate the capability of an organization's employees to move into positions of greater responsibility when required. The deliverable will be a report on the skill sets for succession in the organization. What would be the most effective approach for the TD professional to take?

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Suggested Answer: A

Contribute your Thoughts:

Cherelle
3 days ago
Haha, I bet the TD professional is hoping they don't end up just reviewing the company's performance management system - that's like trying to judge a book by its cover!
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Sol
6 days ago
Sending a survey to gauge interest in leadership roles could be a good starting point, but a group discussion to follow up would really help uncover the right talent.
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Charlene
8 days ago
I'm not sure reviewing training records and project committees alone will give a full picture of an employee's leadership capabilities. A more holistic approach is needed.
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Nikita
9 days ago
Focusing on employee interest and leadership potential through focus groups and individual meetings with senior leaders is a great way to identify future leaders.
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Graciela
3 days ago
A) Research and recommend an assessment process such as a 360-degree assessment or a psychometric assessment; review data contained in the performance management system, including past performance reviews
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Ronnie
17 days ago
The 360-degree assessment seems like the most comprehensive approach to evaluate the organization's talent pipeline. It would provide valuable insights from multiple perspectives.
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Elvera
19 days ago
I think a combination of options A and B would be the most effective approach.
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Santos
23 days ago
I prefer option B, involving employees and senior leaders in the process.
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Shannan
29 days ago
I agree with Rory, using assessments can provide objective data.
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Rory
2 months ago
I think option A is the best approach.
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