Final test & certificate

Choose the best answer for each question.

To pass: at least 8 of 10 correct.

1. Question 1. What is the core difference between performance consulting and order-taking?

   ADiagnosing the performance problem and proposing the right solution (which may not be training)BRunning more coursesCBeing cheaper

2. Question 2. What is Rummler's classic line about systems and people?

   APeople are always the cause of every problemBPut a good person in a bad system, and the system wins almost every timeCThe system matters less than skills

3. Question 3. Gilbert's Behavior Engineering Model (BEM) splits causes into which two groups?

   AEnvironment (created by the organization) and Individual (belonging to the performer)BDomestic and foreignCShort-term and long-term

4. Question 4. In BEM, which cell does TRAINING solve?

   ATools / resourcesBKnowledge / skillCIncentives / consequences

5. Question 5. Why does Gilbert advise examining the ENVIRONMENT cells first?

   ABecause the environment doesn't matterBBecause they're usually the biggest cause and fixing them is usually cheaper, faster than trainingCBecause the law requires it

6. Question 6. What are the four gap layers of the performance-consulting model?

   ABusiness – Performance – Cause – SolutionBMorning – Noon – Afternoon – EveningCSmall – Medium – Large – Huge

7. Question 7. What is the most common 'skip-a-step' mistake in gap analysis?

   AJumping from the Business gap straight to the Solution, skipping the Cause layerBAnalyzing too thoroughlyCAsking too many questions

8. Question 8. Data-entry staff make many errors, but it turns out they know how; the errors are from a confusing form and no automatic check. Which cause group is this?

   ASkill gapBEnvironment (tools)CLack of motivation

9. Question 9. Why does 'training rarely go alone'?

   ABecause training is always uselessBBecause real causes are usually mixed — a good solution is a PACKAGE (training + job aid + KPI...)CBecause the law requires many solutions

10. Question 10. What SHOULD a good performance-consulting recommendation start with?

    AA list of planned coursesBThe business gap in numbers and BEM-based causes with evidenceCThe training department's track record