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ATD CPTD Exam Syllabus Topics:

Topic
Details

Topic 1

Impacting Organizational Capability: This section of the exam measures the skills of Organizational Development Consultants and involves applying talent strategies that align with business objectives. It includes business acumen, consulting, culture shaping, performance improvement, talent strategy, change management, and data analytics. The focus is on driving organizational performance and ensuring future readiness through strategic talent development.

Topic 2

Developing Professional Capability: This section of the exam measures skills of Instructional Designers and focuses on the core functions of talent development such as adult learning theories, instructional design, facilitation, use of technology, content curation, leadership development, coaching, and evaluating impact. It emphasizes designing and delivering effective learning solutions that align with learner needs and organizational goals.

Topic 3

Building Personal Capability: This section of the exam measures skills of Learning & Development Specialists and covers areas that enhance individual effectiveness in talent development roles. It includes communication, emotional intelligence, collaboration, cultural awareness, project management, and ethical behavior, focusing on how professionals interact, lead, and manage themselves and others effectively within organizational contexts.

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ATD The Certified Professional in Talent Development Sample Questions (Q49-Q54):

NEW QUESTION # 49
A talent development professional has been hired to assess the motivation of a client's workforce and provide a performance improvement solution. Which three questions would be most important to ask the client?

A. What goals are the employees accountable for? After a solution is implemented, what will the employees be able to do? What are the objectives for the workforce?
B. What motivates the current workforce? What is causing employees' lack of motivation? What would a motivated workforce look like?
C. What solutions have you tried in the past for motivating the workforce? What solutions worked? What solutions did not work?
D. What are the current workflows and workloads? What are the bottlenecks? What aspects of the work are awkward?

Answer: B

Explanation:
ATD's Performance Improvement modeladvises that "identifying intrinsic andextrinsic motivators, diagnosing causes of demotivation, and defining successful future states are critical diagnostic questions".
Understanding root causes of motivation gaps is essential before prescribing solutions.
Reference:ATD Handbook, Performance Improvement Processes.

NEW QUESTION # 50
A talent development professional is providing coaching to an individual. Which action is most likely to improve success for the coaching action plan?

A. Write out the action plan
B. Allow others to define actions for the person receiving coaching
C. Obtain stakeholder approval for the action plan
D. Be specific whether an action is a goal or a task

Answer: D

Explanation:
Effective coaching, per theATD Coaching Certificate Program(Certification Reading List), involves setting clear distinctions between tasks and broader goalsto help coachees understand immediate next steps versus overall outcomes.
Vague plans reduce accountability and progress tracking.
Reference:ATD Coaching Certificate Program Materials.

NEW QUESTION # 51
A new business has recently been formed out of a merger of two international technology start-up companies, and employees from both companies are being merged into new departments for efficiency. Which suggestion would be most useful for a talent development professional to make to the department managers as they get to know their new employees?

A. Suggest that managers send out a communication to welcome their new teams, encouraging each employee to schedule time to meet with their manager
B. Suggest that managers schedule individual introduction meetings with each employee where they can talk without interruptions or distractions
C. Suggest that managers host introduction meetings and describe their plan to deliver a successful outcome to the new department
D. Suggest that managers schedule meetings with groups of employees at the same time to facilitate informal introductions

Answer: B

Explanation:
Merging Cultures and Building Trust(ATD Organizational Development Materials) recommends
"individual, distraction-free introductions to build personal trust, which is crucial in early-stage team formation after mergers".
Group meetings may overlook individual concerns.
Reference:ATD Handbook, Change Management in Mergers and Acquisitions.

NEW QUESTION # 52
As part of an evaluation, a training manager observes role-plays among participants. Which is the highest level of evaluation that can be achieved through this method?

A. Reaction
B. Learning
C. Behavior
D. Results

Answer: C

Explanation:
According toKirkpatrick's Evaluation Model, observing behavior (Level 3) is about assessingwhether skills are being applied, not just whether knowledge was gained (Level 2).
Role-play observations show applied skills in a simulated context.
Reference:Kirkpatrick's Four Levels of Training Evaluation (2016).

NEW QUESTION # 53
Which activity represents the best example of a meaningful diversity and inclusion strategy in a workplace?

A. Solicit input from employees and gather interest in various topics to offer targeted webinars to the organization around diversity and inclusion
B. Establish an executive-sponsored mentoring program with a designated budget and practices designed to support employees to increase the value they bring to the company
C. Issue an invitation to all employees to join the company's diversity committee so they can direct the company's activities around diversity and inclusion
D. Implement a fixed hiring model that will ensure at least one person from every type of diversity group is represented in the local/regional workforce

Answer: B

Explanation:
According to theATD Talent Development Capability Model(2024), underCultural Awareness and Inclusion(part of Building Personal Capability), success is defined by embedding diversity, equity, and inclusion (DEI) efforts into business practices. Specifically, "effective DEI practices must be executive- sponsored, measurable, budgeted, and tied to business outcomes, not just compliance or check-the-box activities".
A mentoring program sponsored at the executive level with a dedicated budget directly reflects systemic support, leadership engagement, and a sustainable inclusion effort.
Reference:ATD Talent Development Capability Model, Cultural Awareness & Inclusion, 2024.

NEW QUESTION # 54
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