Training, Development, and Coaching Flashcards
6 cards from real Civil Service Supervisor Exam practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.
Read the first 6 Training, Development, and Coaching flashcards as text
Kirkpatrick's Four Levels of Training Evaluation measures training effectiveness at which final level?
Answer: Results — the degree to which outcomes improve due to training
Level 4 (Results) measures whether training produced the desired organizational impact, such as reduced errors or improved productivity.
A supervisor who regularly provides employees with specific, timely feedback on their work performance is practicing:
Answer: Ongoing coaching to reinforce learning and correct performance in real time
Ongoing, timely feedback is a core coaching practice that accelerates employee development and prevents small issues from becoming larger problems.
An Individual Development Plan (IDP) in the civil service is used to:
Answer: Map an employee's career development goals and the training needed to achieve them
An IDP is a collaborative tool between supervisor and employee to identify career goals and the developmental activities to reach them.
A supervisor assigns a high-potential employee to lead a cross-functional project team. This is an example of:
Answer: Developmental assignment used to build leadership and collaboration skills
Stretch assignments that push employees into new roles and responsibilities are a primary method for developing future leaders.
When delivering corrective feedback to an employee, the MOST effective approach is to:
Answer: Describe the specific behavior, its impact, and the expected standard going forward
Behavior-specific feedback tied to job standards is actionable, objective, and less likely to trigger defensiveness than personal judgments.
A newly promoted supervisor who was once a top individual contributor may initially struggle with coaching because they tend to:
Answer: Do the work themselves rather than guiding employees to develop their own skills
New supervisors often default to doing tasks themselves, which undermines employee development and creates dependency rather than capability.