Managing Talent Coursera Quiz Answers – Networking Funda

All Weeks Managing Talent Coursera Quiz Answers

Managing Talent Coursera Quiz Answers

Week 1: The Talent Pipeline

Q1. You should know what resources and people you have in the organization before attempting to outline your strategy.

• True
• False

Q2. Recruitment is a one way decision-making process that companies need to do well.

• True
• False

Q3. Suppliers to your company may be a great resource to find talent for your company.

• True
• False

Q4. Ten percent attrition is a good target to try to attain.

• True
• False

Q5. Spending time creating specific interview questions about failure may be used to understand learning agility.

• True
• False

Q6. Great recruiters are skilled, passionate, and engaged with your company.

• True
• False

Q7. HCM systems, Human Capital Management Systems, are required to do true talent Management.

• True
• False

Q8. Giving intelligence tests is the suggested method for selecting talent.

• True
• False

Q9. Cultural fit is a foundation for selection decisions.

• True
• False

Q10. Days 90 to 180 are the most critical in the onboarding process.

• True
• False

Week 2: Managing Performance Evaluation and Feedback

Q1. The Dunning-Krueger effect tells us that:

• a. People have inflated perceptions of their competence and expertise
• b. People often question and second-guess their behaviors and actions
• c. Novices are especially likely to be overly confident in their skills
• d. Experts often make errors
• e. Both a and c

Q2. Forced distribution curves are associated with productivity gains.

• True
• False

Q3. The most frequent use of 360-degree feedback is for

• a. Evaluative purposes
• b. Developmental purposes
• c. Critical performance appraisals
• d. Both a and c
• e. All of the above

Q4. The risks of forced distributions include

• a. Cheating and sabotage
• b. Extreme risk-taking
• c. Low morale
• d. Both a and c
• e. All of the above

Q5. Roughly, what percentage of 360-degree feedback is surprising to people:

• a. Less than 10%
• b. 20-40%
• c. 40%-50%
• d. 50%-70%
• e. More than 70%

Q6. People are especially likely to improve their productivity when they switch from an absolute evaluation system to a forced distribution

• True
• False

Q7. When evaluating performance, we favor physically attractive people

• True
• False

Q8. Among the most serious consequences of a rater’s central tendency error in evaluations are:

• a. Perceptions of inequity
• b. Reduced motivation
• c. Difficult comparisons among employees
• d. All of the above
• e. Neither of the above

Q9. The absence of a well-developed performance management can compromise the execution of organizational strategy.

• True
• False

Q10. The rater’s leniency error is most likely in a

• a. Forced distribution evaluation system
• b. Peer ranking system
• c. Absolute rating system
• d. Both a and b
• e. Both a and c

Week 3: Developing and Coaching Your People

Q1. Successful global executives:

• a. Seek opportunities to learn
• b. Seek and use feedback
• c. Learn from mistakes
• d. Are open to criticism
• e. All of the above

Q2. To improve your performance, you want to focus exclusively on improving your weaknesses.

• True
• False

Q3. When designing a high-challenge, “stretch” experience for your employee, the experience should:

• a. Build on existing routines
• b. Be in a safe, low-risk setting
• c. Involve significant change
• d. Focus on the employee’s current expertise
• e. Be fun and enjoyable

Q4. Relative to a performance-oriented mindset, a growth and learning-oriented mindset:

• a. Reduces anxiety
• b. Reduces performance
• c. Improves learning
• d. Both a and b
• e. Both a and c

Q5. An effective learning strategy is to minimize ambiguity.

• True
• False

Q6. When building your Personal Board of Directors, you want to build connections with contacts who are:

• a. In similar functional areas
• b. In similar geographies
• c. At higher levels in the organization
• d. At lower levels in the organization
• e. From a similar background

Q7. Structured reflection helps improve learning and career outcomes.

• True
• False

Q8. To learn from an experience, your reflections on the experience should:

• a. Be separated from the experience by significant amounts of time
• b. Be unstructured and free-flowing
• c. Be completely private
• d. Focus only on what actually occurred in the experience
• e. Focus on actions and implementation

Q9. When coaching an employee, you want to establish clear goals before assessing the needs of the person.

• True
• False

Q10. As an effective coach, you should do all of the following except:

• a. Listen more than advocate
• b. Establish clear goals
• c. Ask questions
• d. Agree on an action plan
• e. Avoid assigning personal accountability

Week 4: Creating and Building a Robust Talent Pipeline

Quiz 1: A3E2 Model Stories

Q1. Create a two minute video about you and your strengths using the A3E2 model.

Also create a two minute video about someone who works for you or is on your team and explain when they are at their best using the A3E2 model.

Upload the videos to your preferred video-sharing website.

Share the link to your video below and in the A3E2 Discussion Forum.

Quiz 2

Q1. Engagement is critical only for keeping talent in the organization.

• True
• False

Q2. The A3E2 Model is robust enough to identify talent.

• True
• False

Q3. Differentially developing talent will assure that you take care of all the people similarly in the company.

• True
• False

Q4. Potential in the company, the ability to move up into higher levels, is based on the aspiration of those you have selected.

• True
• False

Q5. The best way to determine potential is to analyze the number of hours that people are working to execute their objectives and goals.

• True
• False

Q6. Engineers that do the best work, execute all their objectives, and love what they are doing, are the best engineers to promote to be managers in their companies.

• True
• False

Q7. Leaders need to assure that only the top of the organization should be trained to understand the vision and values of the organization.

• True
• False

Q8. Exposure is required to help people to get paid higher salaries, as well as, help them to get better jobs.

• True
• False

QQ9. Assignments such as being on an external Board of a non-profit company, are among the most important development opportunities for talented individuals.

• True
• False

Q10. Great sponsors tell their people that they are their sponsors, as well as their mentor.

• True
• False

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